Compelling (Digital) Strategy Development

The creation of a compelling vision and strategy is complex and takes time. Therefore, in order to control the process and ensure its timely delivery, the activity is put under project control and governance. The foundation of effective central change capabilities used through the strategy development and execution phases.

An initial project framework is put in place that mirrors the steps of our approach. Activities, responsibilities and timelines are set. Decision-making authority is also decided so the strategy programme can progress at pace.

Work is conducted by the DWG strategy team and members of the company to develop a comprehensive ‘fact-base’ on the market and the company.

Market analysis covers core geographies and sectors the organisation operates within and adjacent areas to analyse trends and needs of customers, competitors and the industry operating model to identify threats, opportunities and weaknesses. Further insight can be developed on potential M&A targets to inform on the suitability of that method of growth.

Internal analysis of the organisation is conducted, covering all the important aspect of the business including customer-experience, go-to-market and trading, customer service, operational processes, technology and data, and human capital to show strengths, weaknesses, and opportunities for where digital may provide benefit. Additional analysis identifies the organisation’s capability to undertake change, highlighting strengths and weaknesses.

DWG digital experts also work with the senior leadership team to expand their knowledge of digital as required to help understand the ‘art of the possible and feasible’.

Working closely with the senior leadership team the DWG strategy practice helps the organisation to set core and measurable objectives.

Using the objectives and the fact base, the strategy programme moves into the creation of the business vision. Often utilising our ‘workshop methodology’ this involves the development of a clear picture of what the business should look like from a customer, employee, competitive and business model perspective. Setting a ‘north star’.

With the business vision and insight materials, the programme moves onto the execution strategy and investment planning. Together, DWG strategy resources help the senior leadership team to shape the strategy, understand the implications to the business model and investment needs and make decisions. Core KPI’s are developed as part of this step, ensuring the approach can be measured and adapted as needed over time. Solutions – as required – are built into the business plan to resolve organisational weaknesses in capabilities to undertake ‘smooth and successful’ change.

Finally, from the strategy, an informed and achievable roadmap is developed. With core ownership across the executive team, the activities are set to be delivered in prioritised sprints so value is delivered quickly and incrementally through the lifetime of the execution phase.

Once the strategy is set, work is conducted to translate that into an internal communication program. A program using language and methods to bring the business vision and strategy to life for all members of the organisation and important strategic partners as needed. Building enthusiasm and momentum, rather than fear and resentment of the change.

Through the execution phase core KPI’s are used to ensure the delivery of the strategic plan not only happens as expected in relation to time and budget but ensures it is also adaptive to changes in market and organisational conditions. Helping to build responsiveness and agility into the heart of the organisation.