Strategy definition

This phase translates the strategic vision into concrete levers and measures via a concrete target image. We use the preliminary work from the analysis together and ensure at all times that not only the Management Board itself, but also the management organization has real ownership of the strategy. Because ownership is decisive.

At the heart of the strategy definition is a structured four-part process that is systematically run through:

• Shaping the target image - What should apply to us in perspective?
• Interpret target image - What exactly do we mean by this?
• Justifying the target image - Why is this important to us?
• Concretizing the target image - How do we achieve this target state?

The management of this process ensures that the strategy does not become a mere concept paper, but is effectively anchored in the organization - as a living orientation framework and basis for decision-making.

In strategy workshops and target picture meetings, we flexibly specify all aspects that are important for further development at a strategic level as required, use a GAP analysis to check where the biggest differences between the actual and target status are located and derive specific fields of action from this, as well as defining a quantitative ambition to be achieved with the strategy and determining which KPIs we will use to measure the success of the strategy.

This creates a resilient business case around the strategy - which is more important for success than beautiful PowerPoint slides and stylish cloud charts.