Planning a roadmap towards the new organizational-financial reality

In recent months, we have been assisting companies and organizations that are re-formulating their strategy and building an action plan in the face of the new reality.

In a cross-sectional view of these plans it was noted that most include two components – an existing efficiency & conservation component and a growth component to assist exploiting opportunities, neutralizing threats and finding new growth engines that fit the reality of the world during and after the Corona crisis.

The process:

In terms of internal analysis for efficiency and conservation purposes. At this stage we investigate the main questions together with the customer:

1. Where has the situation created weaknesses within the organization? (Many raise the question of significant “bleeding” in terms of sales, profitability and/or cash flows)
2. Is the new situation one that is temporary and will be resolved (for example when a vaccine is found) or is this a new state for the future?
3. What are the assets that we do not give up, which assets can be risked and which ones can we give up?

In terms of external analysis, the market and new growth engines, the main questions to answer are:

1. What will be the “New Normal” in our industry?
2. How do we preserve or improve our value? What are our competitive advantages in the new world?
3. What do our customer’s /competitors doing?
4. What are the opportunities and threats? Where can we now develop at the level of our product and/or service basket?

Components of the strategic plan:

1. 1. Initiatives and strategic moves that will address the various scenarios, including competitive differentiation and an activity model for the “New Normal” era
   2. A work plan that includes time periods (given the situation on a weekly level), quarterly, annual, and multi-year
   3. Score board for implementation

Your strategy expert: