In many SMEs and medium-sized organizations, strategy is essential, but day-to-day operations take up all the time. As a result, strategy-setting gets pushed aside, or it becomes a management team discussion that ends in a compromise that no one really supports.
The Strategy Sprint helps management teams work together to make clear, supported decisions based on recent data and input from stakeholders.
We then translate that high-level strategy with a more extensive team into a concrete roadmap, tactics per pillar and a plan to get employees on board with the rollout.
During the workshops, we use accessible tools so that everyone can contribute.
For management teams that feel choices need to be made but struggle with focus, alignment or execution. Typical signs: too many initiatives at once, too little shared direction, strategy that remains too abstract or an organization that is “waiting” because the MT does not present a clear message.
You leave with a strategy that provides direction and creates momentum: clear strategic pillars and objectives, sharp choices and trade-offs, a concrete roadmap with priorities, detailed tactics for each pillar and a practical rollout plan that helps teams translate the strategy into behavior and action.
We start with a scoping workshop in which we focus on the current situation and identify knowledge gaps: what information are we missing in order to make the right decisions? Based on this, we draw up a research plan.
The management team then collects the input themselves. Research into market developments and trends, supplemented by qualitative stakeholder research, is standard practice here: conversations with customers, employees, and/or other key players. This creates a shared basis and shifts the conversation from a discussion of opinions to a dialogue about insights.
In an offsite with two workshops, we analyze the input from the research and, in consultation, determine the right direction for the organization in the current context. We consciously choose which strategic pillars we want to focus on (and which we don't) and make it tangible with clear, inspiring objectives.
Finally, in three workshops, we work with a larger team to translate the strategy into an actionable roadmap, tactics per pillar, and a concrete plan to get employees on board during the rollout.
Strategy Sprint process
We facilitate the process so that the MT can reach consensus on decisions, even when things get tense. We make differences and assumptions open to discussion, monitor the clarity of decision-making and ensure that the translation into implementation does not get stuck.What we do not do: get involved in the substantive debate. This allows us to continue to fulfill our role as a neutral facilitator to the fullest.
Six workshops spread over several weeks, with a research phase between workshops 1 and 2–3. Workshops 4–6 with a larger team for roadmap, tactics, and rollout.
Schedule a brief intake meeting. Together, we will clearly map out your context and knowledge gaps and you will immediately gain insight into the timing, approach and output.
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