Strategy Deployment

Making the corporate strategy concrete

Defining the right strategy is not always enough to make it successful. It is necessary to have the right tools and trained people who know how to translate it into a plan of concrete and targeted actions as well as to disseminate it at all company levels. The purpose of the strategy deployment service is to concretise the corporate strategy by defining objectives and activities in 3 steps.

The 3 Steps of Strategy Deployment

A sound strategy deployment plan covers the four main business areas: Market & Sales, Production & Planning, Organisation & ICT, Supply & Purchase and is developed in three STEPS:

Map & Propose:

mapping and proposing development scenarios

Focus & Plan:

detailed planning from the defined scenarios

Do & Check:

activation and grounding of planned actions

In the first project step, the objective for each business area is the identification of macro actions to be implemented, consistent with the company's lines of development, spread over several timeframes (short, medium and long) and accompanied by a costs/benefits analysis:

Market & Sales

Analysis of product launches and innovation funnel with assumptions of incremental turnover, margins and volumes, definition of customer selection criteria for developing opportunities, analysis per identified customer of development opportunities in terms of products, incremental turnover and estimation of necessary actions, definition of a three-year company and/or group plan, design of the innovation management process ranging from idea generation to innovative product launches and monitoring of the achievement of development goals to reduce time and costs.

Production & Planning

Study of increasing production capacity, recovery of plant efficiency, synergies between production plants, redesign of plant layout.

Organization & ICT

Analysis of the alignment of the organisational structure with the organisational chart, evolutionary design of the organisation formalised in processes and future organisational chart, sizing of the organisational structure in line with the business strategy, analysis of the main information systems coverage, definition of scenarios for setting up the company and/or group systems plan.

Supply & Purchase

Make or buy analysis, redesign of the production logistics model, assessment of the maturity of planning, purchasing and customer order management processes, analysis of the supplier base, analysis of the logistics network structure, analysis of the carriers.

Il fine del secondo STEP di progetto è quello di concretizzare in un piano sostenibile il piano di azioni, scegliendo tra i diversi scenari proposti e progettando un piano che possa essere effettivamente attivato dalle risorse in azienda ragionando in termini di costi/benefici e effort da investire, sia dal punto di vista finanziario che di tempo dedicato dalle risorse.

La conclusione attraverso il terzo STEP mira alla gestione e all’accompagnamento dell’azienda verso l’implementazione delle azioni che sono state identificate.

Una volta definito il piano industriale, una delle metodologie che aiuta a governare e a rendere ripetibile nel tempo la traduzione della linea strategica in azioni operative oltre che il suo monitoraggio è quella dell’Hoshin Kanri. Questo metodo prevede il coinvolgimento di tutti i livelli aziendali e, attraverso un sistema strutturato, permette di scomporre la strategia in progetti che portano al raggiungimento di sotto obiettivi. Attraverso quindi una continua relazione (catchball) tra i diversi livelli organizzativi e la definizione di team di progetto, si riescono a raggiungere degli obiettivi strategici aziendali che, ad una prima lettura, potrebbero sembrare molto complessi.