Download Strategy Development Consulting Best Practices

Strategy Development is the process of defining and implementing the actions and decisions that an organization will take to achieve its strategic goals. It involves analyzing the organization's current situation, identifying its strengths and weaknesses, and developing a plan for how it will achieve its goals in the future. This can include defining the organization's goals and objectives, identifying its target markets and customers, and developing its Value Proposition and Competitive Advantage.

Strategy Development typically involves a number of different analysis frameworks to examine various facets of the organization itself, competitors, product & service offerings, market & industry, and customer profiles. Through these analyses, we develop hypotheses and assumptions—and ultimately formulate our Strategy.

For example, the analysis may involve conducting market research to better understand customer needs and preferences; analyzing the organization's internal operations to identify areas for improvement; and developing and testing different strategic options. Strategy Development may also involve collaboration and input from a wide range of stakeholders, including senior leaders, managers, employees, and customers.

Strategy Development is a critical function that helps organizations define their directions and strategic plans for the future. By developing a clear and comprehensive Corporate Strategy, organizations can align their resources and efforts—and increase their chances of achieving their goals and realizing their full potential.

There is a plethora of Strategy Development frameworks, from classic Strategy frameworks (e.g. Porter's Five Forces, BCG Growth-Share Matrix, Value Disciplines Model) to newer age Strategy models. To help navigate through the available frameworks, let's take a look at the Strategy Framework Canvas (SFC) (see next section).

Strategy Framework Selection

The SFC is a unifying choice framework that guides us in selecting the appropriate Corporate Strategy for the circumstances at hand and execute it effectively. This model is particularly useful for large organizations that are now stretched across a more diverse and faster-changing range of business situations.

SFC identifies 5 distinct archetypal approaches to strategy:

1. Classic
2. Adaptive
3. Visionary
4. Leader
5. Renewal

Classic Strategy

The Classic approach is the most common approach. In this situation, the market is predictable, basis of competition is stable, and strategy is sustainable.

Classic strategy is achieved through sustainable Competitive Advantage by positioning our organization optimally in an attractive market. Since the basis of Competitive Advantage within these environments is known and non-malleable, advantage can be based on superior scale, differentiation (or, equivalently, scale within a narrower market segment), or superior capabilities.

The most well-known Strategy frameworks are the Classics, such as:

• Porter's Five Forces
• BCG Matrix
• Consolidation-Endgame Curve

Adaptive Strategy

We use the Adaptive approach when the environment is neither predictable nor malleable. There is continuous disruption in the market.

Unlike the Classic approach of sustainable Competitive Advantage, the foundation to the Adaptive approach to strategy is the notion of serial temporary advantage. Within unpredictable and non-malleable environments, the emphasis is on continuous experimentation and real-time adjustment—as opposed to long-term analysis and planning. Because advantage is temporary, we focus on means and not ends.

Examples of Adaptive frameworks include:

• Time-based Competition
• Temporary Advantage
• Adaptive Advantage

Visionary Strategy

We take the Visionary approach when we can reliably create or re-create an environment by some degree of predictability by seeing an opportunity and pursuing it single-mindedly.

Visionary approaches are most frequently associated with entrepreneurial start-ups. However, large organizations, such as Google, also drive Visionary Strategy through Corporate Entrepreneurship programs. Corporate Entrepreneurship is the process by which teams within an established organization conceive, develop, launch, and manage a new business that is distinct from the parent organization by leveraging the parent organization's resources.

Examples here include:

• Disruptive Innovation
• Corporate Entrepreneurship
• Value Innovation

Leader Strategy

The Leader Approach is used when the environment is unpredictable, but malleable. We can shape or re-shape the whole industry.

A Leader approach both permits and requires an organization to collaborate with others in a diverse ecosystem that distributes risk, supplies complementary capabilities and resources, and builds the market quickly through strength in numbers.

Examples of Leader frameworks include:

• Networks
• Ecosystems
• Platforms

Renewal Strategy

Lastly, the Renewal strategy approach is used when the environment is harsh. This type of strategy aims to restore the vitality and competitiveness of the organization.

In such a harsh environment, the existing circumstances prevent the current way of doing business from being sustainable. The first step is to change course to preserve and free up resources.

Examples here include any type of the following:

• Business Transformation Strategies
• Corporate Restructuring & Turnaround Strategies

Developing a Strategy

Once we determine the type of Strategy approach to take, the next step is to adopt a Strategy Development framework most befitting our organization. The Corporate Strategy Framework is a structured approach that organizations use to develop and implement their overall strategic direction. It provides a framework for making strategic decisions and aligning various elements of the organization to achieve its long-term goals and objectives.

Key considerations when developing a Strategy Plan should include:

• Leadership Style: This refers to the approach and behaviors adopted by leaders and management in guiding and influencing the rest of the employee base. Different leadership styles, such as autocratic, democratic, transformational, or servant leadership, have varying impacts on Organizational Culture, Employee Motivation, as well as Strategic Planning and Execution. The leadership style should be consistent with the Strategic Objectives and the Culture.

• Corporate Culture: These are our organization's values, beliefs, norms, and behaviors that shape the organization's work environment. It influences how employees interact, make decisions, and work together towards achieving strategic objectives. A well-defined and aligned Corporate Culture supports the execution of the Strategy.

• Organizational Structure: Organizational Structure (a core pillar of Organizational Design) defines how roles, responsibilities, and authority are distributed within the organization. It determines how information flows, decisions are made, and resources are allocated. The structure should evolve and be reflective of the size and type of organization (e.g. small, virtual startup vs. global enterprise with decentralized operations).

• Competitive Positioning: Positioning (a core component of Competitive Analysis) involves identifying and establishing a unique and favorable position in the market relative to competitors. It involves determining the target market segments, differentiation strategies, and value proposition to gain a Competitive Advantage.

• Core Competencies: Core Competences are the unique strengths and capabilities of an organization that provide a Competitive Advantage in the market. They can include specialized knowledge, technology, intellectual property, or specific skills that are difficult for competitors to replicate. The Corporate Strategy Framework should leverage and enhance these Core Competences to drive sustainable Competitive Advantage and business success.

• Environmental Analysis: This involves assessing the external factors that impact the organization, such as market trends, competition, technological advancements, and regulatory changes. It helps identify opportunities and threats.

• Mission, Vision, Values: This defines the organization's purpose, values, and aspirations, outlining what it aims to achieve in the long term.

• Performance Management: Organizations establish metrics and key performance indicators (KPIs) to track progress towards goals and regularly review performance to make necessary adjustments.

• Risk Management: Organizations identify and assess potential risks and develop strategies to mitigate them. This ensures that the strategic initiatives are implemented in a controlled and sustainable manner.

The Strategic Analysis and Strategy Formulation process typically also involves a SWOT (strengths, weaknesses, opportunities, and threats) Analysis. Conducting a SWOT allows us to analyze the internal and external factors that can affect the success of the organization. Strengths and weaknesses are internal factors, while opportunities and threats are external factors. By identifying these factors, we can develop strategies to maximize our strengths, minimize our weaknesses, take advantage of opportunities, and protect against threats.

Digital Transformation and Strategy Development

In the rapidly evolving digital landscape, Digital Transformation has become a cornerstone of Strategy Development. This transformation involves integrating digital technology into all areas of a business, fundamentally changing how it operates and delivers value to customers. It's not just about adopting new technologies but about rethinking and reshaping the entire business model and strategy to leverage digital innovations effectively. As such, executives must consider how Digital Transformation can drive competitive advantage, enhance customer experiences, and streamline operations.

The challenge for many organizations lies in aligning their Digital Transformation initiatives with their overall business strategy. This requires a deep understanding of the digital technologies that can impact the business and a clear vision of how to implement these technologies to achieve strategic goals. According to McKinsey, companies that successfully integrate Digital Transformation into their Strategy Development are twice as likely to report double-digit growth rates. However, the path to successful integration is fraught with challenges, including legacy system overhaul, digital skill gaps, and cultural resistance to change.

To navigate these challenges, executives should focus on building a digital-first culture, investing in talent development, and fostering innovation. This includes prioritizing agile methodologies and cross-functional collaboration to accelerate digital initiatives. Furthermore, leveraging data analytics and AI can provide actionable insights to inform strategic decisions and identify new opportunities for growth. By embedding Digital Transformation into Strategy Development, organizations can adapt to the digital age, meet evolving customer expectations, and secure a competitive edge in their respective markets.

Sustainability and Corporate Strategy

Sustainability has transitioned from a corporate social responsibility initiative to a critical component of Corporate Strategy. As environmental, social, and governance (ESG) concerns become increasingly important to investors, customers, and employees, companies are recognizing the need to integrate sustainability into their strategic planning processes. This involves not only mitigating risks associated with climate change and resource scarcity but also identifying opportunities for sustainable growth and innovation.

The integration of sustainability into Strategy Development presents several challenges. Companies must balance short-term financial performance with long-term sustainability goals, navigate evolving regulatory landscapes, and meet the expectations of diverse stakeholder groups. According to a report by BCG, companies that excel in ESG performance tend to outperform their peers in the long term, highlighting the strategic value of sustainability. However, achieving this level of performance requires a comprehensive approach to sustainability that aligns with the company's core business objectives and capabilities.

To effectively integrate sustainability into Corporate Strategy, executives should consider conducting a materiality assessment to identify the sustainability issues most relevant to their business and stakeholders. This can inform strategic priorities and investment decisions. Additionally, setting clear, measurable sustainability targets and embedding them into performance management systems can drive accountability and progress. By treating sustainability as a strategic imperative, companies can not only mitigate risks and fulfill regulatory and stakeholder expectations but also unlock new avenues for innovation and competitive advantage.

Agile Strategy Development

The concept of Agile, originally from software development, has made significant inroads into Strategy Development. Agile Strategy Development is characterized by speed, flexibility, and adaptability, allowing organizations to respond quickly to market changes, technological advancements, and emerging customer needs. This approach contrasts with traditional, linear strategic planning processes, which can be slow to adapt and may result in missed opportunities or strategic misalignment.

Implementing an Agile approach to Strategy Development involves several challenges, including shifting organizational mindsets, restructuring teams for greater cross-functionality, and adopting iterative planning cycles. According to a survey by McKinsey, organizations that adopt Agile practices across their business report higher satisfaction with their Strategy Development processes and outcomes. This underscores the effectiveness of Agile methodologies in enhancing strategic responsiveness and execution.

To adopt Agile Strategy Development, executives should focus on fostering a culture of collaboration, experimentation, and continuous learning. This includes empowering teams to make decisions, setting up rapid feedback loops to learn from successes and failures, and aligning strategic initiatives with customer value creation. By doing so, organizations can create a dynamic Strategy Development process that evolves with the business landscape, enabling them to seize new opportunities and navigate challenges more effectively.