Strategy for “own use”
As an expert organization, the CONENGA Group has in-depth technical know-how in the optimization of combustion and industrial production processes, among other things. In the field of management consulting, we have extensive experience in strategy work from numerous customer projects. This knowledge is now also being used to shape the company’s own direction. Employees are therefore moving into the exciting role of in-house consultants.
Framework for strategy work
To this end, Barbara Eschbacher and Johann Sauermann worked with the management to develop and plan the objectives of the strategy work, the procedure and the documentation of the results. And one point was to be given particular attention: namely, increasing personal responsibility among all employees. Everyone should be able to sharpen their understanding of the strategy and play their part in implementing it.
Independent preparation in teams – strategy artistry on the high wire
As is so often the case with strategy, it’s all about finding the right balance. In this specific case, the right mix of central management guidelines and individual contributions from employees.
After the information phase in February, the team was to become more active in this phase of the strategy work. To this end, four groups were formed, each responsible for preparing a one-hour block for the strategy day on assigned key topics. All the necessary content, analyses and in-depth discussions are to be prepared independently by the teams. This includes preparation of the presentation, discussion with moderation, documentation and processing of the results.
Joint consolidation on strategy day – team showdown
Although strategy work is seen as an ongoing process, the status of the individual groups should be brought together and exchanged at a joint strategy day. In mid-June, the entire team gathered at the Springer-Schlössl in Vienna. The aim was to inform and inspire each other about the status of the development and implementation work. The expectations were correspondingly high and complex.
To further increase the tension, an additional task was given to the groups at the opening of the Strategy Day: in addition to the presentation of the group results, the topic of leadership and corporate culture is to be prepared and introduced in a scenic presentation. Here, too, it is important to ensure the right balance – i.e. to create a balance between the well-planned and the spontaneous. This challenges the participants accordingly, generates important energy and attention and adds complexity to the content.
Outlook for the next steps
The strategy day made it clear how broad the skills of the employees are and how strong the team is as a whole. The preparation of the content, including the very different forms of active processing in plenary sessions, as well as the meaningful – and sometimes humorously light-hearted – scenic presentations have whetted the appetite for more.
Work will therefore continue in the four groups over the summer and content will be added. The transfer of the topics to the regular processes is planned for the fall. This will be accompanied by the monitoring of implementation. This is where the balance needs to be struck again – this time between day-to-day business and the implementation of strategic priorities. We look forward to the next steps on our common path!