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Strategy & Performance

The strategy is written; what changed on the ground?

Starting point
Introductory meetingWe clarify the need and the scope together.
Scope
As neededA single target system, or the whole strategy cycle.
Outcome
Decision reportRanked findings and recommendations.

A strategy document is drafted, approved by the board and then shelved by the daily routine. When inflation is high and priorities change every month, the link between targets and results weakens further. We look at where that link breaks: in which target, which indicator, which meeting.

The symptoms that bring companies to us

  1. 01

    There is a strategy document; by mid-year, teams no longer remember what it says.

  2. 02

    Everything is a priority: each department has its own list and the lists do not match.

  3. 03

    Dozens of indicators (KPIs) are tracked and none of them leads to a decision.

  4. 04

    Revenue targets are met thanks to inflation, while volume and profitability fall behind.

  5. 05

    Everyone hit their targets and bonuses were paid, yet the company is still behind plan.

  6. 06

    In the monthly meeting the numbers are read out; no one is named as owner of the gap or the next step.

Two starting points

If there is a strategy but no results

We identify where the strategy fails to connect to targets, indicators and daily work.

If you are preparing for a new period

Before planning begins, we check whether the target structure and tracking routine can carry the new strategy.

How it works

  1. SymptomPlans, reports and interviews: what was targeted, what is measured, what is discussed.
  2. MechanismThe decisions, meetings and incentives that turn targets into results: where the link breaks.
  3. Root cause and decisionRecommendations ranked by importance and urgency, each with an owner and a timeline.

The questions we answer

  • Has the strategy been reduced to a few clear priorities, or is everything a priority at once?
  • How do company targets cascade to departments, and do the parts add up to the whole?
  • Do the indicators (KPIs) you track produce decisions, or do they only fill reports?
  • Is growth real or driven by price? Are targets adjusted for inflation?
  • Do bonuses and rewards point the same way as where the company actually makes money?