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Strategy execution

There comes a point where the in-depth strategy sessions, analyzes and solid foundations for a new course come to fruition. However, even after these thorough efforts, many unanswered questions remain, such as: What exactly does this mean for our customers? Do we maintain the current structure? How and who are we going to organize the change?

How do we work?

We are here to guide you at this critical stage. We are ready to answer the unanswered questions and work with you to ensure a seamless transition from strategy to execution. Whether it's identifying priorities, streamlining implementation plans, or addressing unforeseen challenges, we are committed to providing the support your organization needs.

Noviter offers five services in this context:

Building momentum

This solution is about translating the strategy to the customer and units/departments. We start with an analysis of what the strategy means per customer or customer group. Current themes, timing, interests, stakeholders and internal and external communication are thought out in detail.

Determining the consequences of the new strategy for a unit or department starts with giving meaning to the mission or ambition. Based on modern principles such as autonomy, mastery and entrepreneurship, the new design is developed together with the key figures of these teams. The result is more than a congruent translation of goals, KPIs, team structure and desired behavior. Enthusiasm and momentum are building for the new direction.

Elaboration of management and organizational consequences

If an organization were a sports body, we would speak of “muscles” to be developed to deliver a special performance. And which “organs” are vital? And what is our “fat” that we want to reduce? The new strategy means that some (new) parts of the organization have to develop enormously and become very important. Other parts can be consolidated. And other parts can better be done by partners. The required core processes, business functions and departments are identified and a logical organization and management is chosen.

    Setting up customer-oriented, agile processes and chains

    Most organizations aspire to new levels of customer focus and agility. They work on great solutions such as Bizz-Dev-Ops, customer teams or chain teams and management functions. Lean, Agile or Six Sigma experts are asked for their methodological views. However, this is the profession of strategic process management. It requires customer focus, organizational goal orientation, a “helicopter view” of the desired management and deep knowledge of the added value of the various methods in the market.

    Steering towards success in short cycles

    Teams often struggle with translating a 1-3 year strategic plan into “what to do the coming month”. Cascading long term goals into short term ones and then performing, improving and capitalizing on short term success is what this is all about. Transforming this rather simple cycle into an organisation-wide-goal-attaining-machine, is the managerial solution we have become experts at. Have a look at this short video on how PGGM has implemented this.

      Setting up a decisive change program

      In addition to the line and staff organization that can immediately start achieving goals through short cyclical management, a change program is often needed to bring more speed, decisiveness and structural change. The product is not just a logical arrangement of value, goals and projects over time. Topics that require a lot of attention are support, behavior and culture, communication and the method for monitoring and managing results. Forming a temporary multidisciplinary program team and making smart use of all (staff) expertise in the organization will partly determine success.

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