Zusammenhang und Unterschiede von OKR (Objectives and Key Results) und MbO (Management by Objectives)
DIe Ausrichtung klären und das Spielfeld sauber abstecken – ein oft unterschätzter Schritt im Strategieprozess
The Adjacency method is based on a similar philosophy to the Ansoff matrix, but uses additional criteria. While the Ansoff matrix works with the dimensions product and market, the Adjacency method focuses on the dimensions distance to the core business and distance to success.
Download this page as PDF Controlling of Assumptions In each strategy definition, assumptions are made on which the development of the strategy is based. Such an assumption may be technological advances such as the digitization. Others are a certain customer behavior towards increasing service demand, economic activity or certain expectations regarding market growth. The Tasks […]
Download this page as PDF Out of the box or outside the box We use the marketplace at the very beginning of the design phase for the development of strategic options – in a mostly full-day workshop involving the entire team, which is best complemented by additional employees from the company. To start with, ideas […]
A strategy includes clearly defined strategic units (business segmentation), strategic measures, strategic initiatives or projects with fixed roles and responsibilities, and an independent business process of strategic planning.
If you compare the Business Model Canvas with the navigation system of Aloys Gälweiler, you will see that the innovation is positioned there on the top level, with the two components «solution-independent customer problem» and «solution technology». We then put exactly these two components on the Business Model Canvas, making the eBMC an excellent instrument for innovation management.
The competition analysis shows our relative advantages over the competition. We compare the strengths of the competitor with our weaknesses and their weaknesses with our strengths. These benefits must then recite any employee by heart at any time!
Once we launched a trial and filled the results from the innovation architecture into the eBMC. And lo and behold, now we had a stable base on which innovations, thrusts and measures could be derived; almost like a real strategy.
Just as operational management has its controlling or core figures in annual or quarterly results, so too does strategic management. The most important control variables here are the market position, the cost position and the customer benefit. Add to this the handling of new technologies and here come S-curves and disruption into the game. The interplay of these factors determines the future viability of the company