Program
| | 1 | Future Scenarios (Why)Following a predefined template, participants present the external demands, trends, or changes that will have an impact on the company in the upcoming period.
Each participant independently and individually scores the impact and probability for each future scenario.
The first part of the workshop concludes with mapping the future scenarios that are most likely to have the greatest impact on the company. |
1 | Future Scenarios (Why)
Following a predefined template, participants present the external demands, trends, or changes that will have an impact on the company in the upcoming period.
Each participant independently and individually scores the impact and probability for each future scenario.
The first part of the workshop concludes with mapping the future scenarios that are most likely to have the greatest impact on the company.
2 | Focus Areas (What)Following a predefined template, participants present what the company should excel at, what should characterize the company, and how the company should differentiate itself from other players in the market.
Each participant independently and individually scores the competitive value and current performance for each characteristic or competency.
The second part of the workshop concludes with mapping the attributes the company should focus on to enhance its competitiveness to the greatest extent possible. | | |
2 | Focus Areas (What)
Following a predefined template, participants present what the company should excel at, what should characterize the company, and how the company should differentiate itself from other players in the market.
Each participant independently and individually scores the competitive value and current performance for each characteristic or competency.
The second part of the workshop concludes with mapping the attributes the company should focus on to enhance its competitiveness to the greatest extent possible.
| | 3 | Execution Map (How)Following a predefined template, participants present the ongoing projects within the company and their alignment with the above focus areas.
The projects that support areas of high competitive value and where the company currently underperforms are the projects that the company must not lose sight of.
The projects that support areas of low competitive value should be halted or put on hold since resources are not unlimited. Additionally, it is identified which focus areas lack supporting initiatives (Execution GAP).
For the critical ongoing projects, participants individually and independently score the health and progress of each project.
The third part of the workshop concludes with a summary of the critical projects that require attention and resources to increase the likelihood of the company developing in the desired direction and achieving its strategic goals. |
3 | Execution Map (How)
Following a predefined template, participants present the ongoing projects within the company and their alignment with the above focus areas.
The projects that support areas of high competitive value and where the company currently underperforms are the projects that the company must not lose sight of.
The projects that support areas of low competitive value should be halted or put on hold since resources are not unlimited. Additionally, it is identified which focus areas lack supporting initiatives (Execution GAP).
For the critical ongoing projects, participants individually and independently score the health and progress of each project.
The third part of the workshop concludes with a summary of the critical projects that require attention and resources to increase the likelihood of the company developing in the desired direction and achieving its strategic goals.