We help companies verify the internal alignment between competitive strategies, economic-financial strategies, operational strategies and business model. We also help them understand their level of strategic coherence, to suggest the adjustments to be brought to the organizational level on the first and second managerial lines.
Strategic alignment
- To map and understand the business model of a company.
- To investigate the degree of strategic coherence that links the strategies pursued with the building blocks of the business model and that which links the different building blocks of a business model together.
- To identify areas of possible improvement on which to plan strategic alignment interventions and corrective actions needed at the organizational level on the first and second lines.
- To identify some strategic themes akin to the mapped business model (patterns) that could be taken as cues for developing a new business strategy.
Following a brief training session, the intervention involves the use of proprietary software by the Governance as well as of the first and second managerial lines of the company. Outputs from the compilation are then explored at the individual level with one-on-one interviews. The overall results are shared first with Governance and then with all managers who participated in the compilation, through a proprietary strategic framework (Strategic Consistency Matrix). Subsequently, areas of strategic inconsistency are assessed and the necessary remedial interventions are planned.
Duration:
min. 1 month
Days inside the company:
min. 4/month
N. of people SI involved:
min. 8
We help companies formulate innovative strategies through idea generation and creative design techniques. We promote teamwork to enable discussion and exchange of insights, fostering a participatory process.
Strategic formulation
- To define innovative ideas, strategies and projects through participatory tools and processes.
- To stimulate creativity through divergence.
- To stimulate rationality through convergence.
- To redefine own value proposition or specific areas of strategic interest.
- To identify and set priorities for future ideas, strategies and projects.
The intervention involves strong tailoring to the client company and its needs. Specifically, processes and methodologies (Design Thinking, Service Design, Sprint, Focus Group, Scenario Thinking, Workshop) are selected based on the concrete needs expressed or identified by the company. The intervention may involve formulation processes in closed innovation (through the involvement of only internal resources and the use of closed tools) or in open innovation (through the involvement of even external resources, such as stakeholders, students, other companies in the industry or adjacent industry, and the use of open tools).
Duration:
min. 1 month
Days inside the company:
min. 4/month
N. of people SI involved:
min. 8
We help companies define operational and economic-financial plans to translate strategies into concrete actions, as well as plan and schedule qualitative-quantitative objectives related to the pursuit of strategies.
Strategic planning
- To produce a qualitative-quantitative strategic plan.
- To integrate the effects of innovative strategies within one’s business plan.
- To produce a comprehensive business plan for funding operations or access to debt.
- To produce quantitative economic, capital and financial projections to verify prospective economic, capital and financial balances.
- To study treasury sensitivity to critical internal or external context variables.
All data necessary for (1) the qualitative-quantitative production of a business plan are collected, or (2) the qualitative production of a strategic plan, identifying objectives, activities, target results, timeframes and responsibilities, or (3) the production of quantitative simulations with respect to prospective economic, capital and financial situations-with a horizon of generally three years. Quantitative data are reprocessed by proprietary calculators and models; qualitative data are processed graphically consistent with the company’s graphic identity or similar materials already produced by the company.
Duration:
min. 2 months
Days inside the company:
min. 4/month
N. of people SI involved:
n.d.
We help companies internally organize their INNOVATION LAB for front-end innovation management. We create pathways for organizational transformation, improvement, and accompaniment to the various business functions and key figures to enable agile and efficient grounding of strategic innovation. We work on the redefinition of corporate places.
Strategic organization
- To map Front End Innovation and Back End Innovation processes in the development of new business products/services.
- To establish an organizational prototype of Innovation Lab.
- To reorganize specific functions in relation to activated strategic innovation processes.
- To simulate the operation of an Innovation Lab through the development of a pilot innovation project.
- To create and launch an Innovation Lab in the company.
- To govern overn the processes of Front End Innovation.
The intervention provides a pathway to accompany the establishment of real enterprise Innovation Labs, to govern and manage Front End Innovation (FEI). The path involves sharing all the necessary methodologies for managing FEI, structuring the Innovation Lab’s organization, creating and selecting the ideal profiles (internal and/or external), and accompanying the organization for the first FEI cycles. In addition, organizational definition and accompaniment paths can be tailor-made to guide companies during the change of their business model or certain strategic elements.
Duration:
min. 6 months
Days inside the company:
min. 4/month
N. of people SI involved:
min. 3
We help companies in the production of qualitative and quantitative Impact Reports (economic, social and environmental) aimed at measuring the results pursued and achieved and creating storytelling with respect to innovative strategies pursued.
Strategic reporting
- To map and know its direct and indirect impacts generated.
- To produce an annual or biannual report regarding the impacts generated.
- To have concrete tools for stakeholder engagement and institutional communication.
- To have a personal document, free from the impositions of the “Non-Financial Statement” and useful for different purposes.
The intervention involves a dense and deep data collection and analysis activity, by means of internal interviews, mapping and consultation of available internal and external documents. Data reorganization follows strict scientific criteria to arrive at the creation of specific semantic sections with respect to the impacts produced. The report is complemented by careful storytelling and copy work and completed by means of graphic and editorial realization. Each report is defined in content and exposition mode according to the concrete institutional communication needs of the commissioning company.
Duration:
min. 3 months
Days inside the company:
min. 4/month
N. of people SI involved:
n.d.
