Our Vision

Coming to a business strategy is not an easy job. After lots of research, many brainstorm sessions and successfully maneuvering the political and stakeholder dimensions it is only natural that a feeling of euphoria surrounds a sound business strategy. 

However, strategies are seldomly executed by their thinkers and a process needs to be in place to translate strategic messages to the people who have to make the paper ideas work in practice. Although many consultant companies around the world are available to help companies not only with strategic ideas but also with processes, in the first decade of this millennium many processes have nonetheless become vulnerable - by the "2.0 divide".  Old fashioned strategic thinkers, while improving their successful models, nowadays often find themselves unable to have their ideas sink in with their employees or see they see them missing out entire customer groups. The insurance industry does not know how to sell a life insurance to an 18-year old. Britannica does not know how to appeal to the masses and as I type this on OpenOffice writer it seems clear that Microsoft missed out on me with their desktop software that made them a giant.

On the other hand, fresh strategic thinkers who try to go beyond existing models, can easily find their ideas unreceptive to their own employees or misunderstood by their customer base. A brilliant bank strategy around mobile banking can hopelessly fail if employees associate mobile phones with 15-year olds downloading ring tones, embedding corporate wikis in a non-ITish company still remains a challenge and the fact that fresh-and-rebellious Google is increasingly viewed as Evil and a Big Brother company tells a lot about losing touch with customers. In our vision, successful execution of a strategy, any strategy, no matter which industry, depends on the processes in place as much as on addressing explicitly the 2.0 divide while creating the strategy.