No organization is static. A start-up is looking to grow and achieve scale quickly. An established business finds itself in a continuous need for change, as market developments accelerate and digital technologies continue to disrupt. Whether to accelerate growth and achieve ambitious objectives, access new markets or customer segments, embed digital technology, or transform into a future-proof organization that can withstand any disruption: a solid strategic plan, rooted in a strong vision and purpose, will form the basis for success.
A growth strategy follows a rough outline. But depending on where you are now, we will tailor this to your exact needs. But common elements are making strategic choices - such as where to play and how to win.
In this, it is important to not just get to a certain growth level rapidly. Staying there - and reaching growth sustainably - are equally valuable, thus creating a solid basis for ongoing success.
In every organization's life, there comes a turning point. A day where a strategic review is needed to keep current momentum going in the future.
You might be asking yourself questions not too dissimilar from the following:
We have helped quite a few organizations answer these fundamental questions, revise their strategy, and then translate that to their entire business model - from product to marketing, from sales and service to retail and e-ecommerce, and from supply chain and operations to all supporting functions such as HR, Finance, IT and legal.
Rapid growth is exhilarating. Opportunities are everywhere, and the only boundaries are internal. But how to scale sustainably, while still keeping the culture and spirit of your once-start-up alive and costs under control? And, as resources are not unlimited, where to focus first?
Our scale-up expertise will help you as a rapidly growing start-up reach the next level of growth. And the next.
Working with adFIRST means designing your strategy in steps. We will use all the great work you have done so far and leverage the vast current expertise, knowledge and skills within your organization. Depending on your current status and priorities, we can use any or all of the following components:
Vision and Purpose
Any winning strategy starts with a solid understanding of an organization's vision and purpose. Not just by the CEO, or even the leadership team, but by the entire organization. A good purpose can be captured in one short sentence. Nothing more, nothing less.
Goals and Objectives
A clear definition of your long- to mid-term goals and objectives. Financial (revenues, profit, operating margins), but also non-financial (market share, industry disruption, customer success, brand positioning, international expansion... you name it).
Internal and External Assessment
Internal and external assessment of the market, opportunities and trends, as well as organizational capabilities and people. We will use your own organization as the first source of information: your people, reports, information sources, industry news, trade organizations, and so own. If we need to, we will add external research to build the complete picture.
Strategic Challenges and Opportunities
Based on your strategic goals and objectives, the opportunities and developments in the market as well as your internal capabilities, strengths and development areas, we will formulate the key questions that need to be answered in the strategy.
Generation of Options - through Design Thinking
Using the design thinking method, in an interactive workshop format, we will generate lots of options. Some very close to where you are today, others very much out there. In this, we will not limit ourselves by boundaries. And we will have some fun, too.
Making Choices: Where-to-Play and How-to-Win
Now, it's time to cut to the bone and determine what your organization will actually focus on through clear, consistent Where-to-Play and How-to-Win (WTP/HTW) choices:
Capabilities and systems
And finally, we determine what is needed for your strategy to succeed in terms of organizational capabilities, systems and processes.