Between claim and reality

The desire for greater strategic clarity, transformation, and communication is omnipresent in many companies. Yet, much of this often remains merely decorative. Nice goals and intentions, but the strategy has no real impact in day-to-day business operations, and the transformation remains stalled.

An entrepreneurial bet

The actual business decision—the "strategic bet"—must be made by management. However, as soon as strategic goals become a compromise, they lose their power. Such a "watered-down" strategy has little chance of being consistently implemented.

There is no plan

I often encounter the idea that strategy and transformation are a detailed plan with clear goals and fixed steps. Here, both are confused with a plan: I know exactly where I am and where I want to go. But a plan only works if I already know the future. A plan requires predictability.

In a time of high dynamism, characterized by constant surprises and unpredictable changes, rigid plans fail. Today's markets are characterized by unprecedented dynamism, and the number of surprises is overwhelming. The predictability that originated in stable times of the past is no longer present. This requires a Strategy and a transformation that takes this into account.

Scope for action and decision-making

A strategy in connection with transformation is an open space for action and decision-making in which decisions are made continuously – without the need for constant comparison with a fixed goal or corporate management.

They thrive on participation

Too often, both remain a theoretical construct that plays no guiding role in day-to-day operations. Clear decisions, consistent investments, and structural adjustments are lacking. A transformation that isn't operationally embedded throughout the entire company quickly degenerates into a paper tiger—well-intentioned, but meaningless.

Therefore, it must be formulated in such a way that it can be integrated into the organization and guides action. Only then can it be truly effective.

Which one is really alive?

Whether consciously or unconsciously, every company follows a strategy. However, this strategy often doesn't match the one written down.

Strategy is what employees actually do.

In order to identify the “lived strategy”, it is worth taking a closer look at the following questions:

• What guides employees’ decisions?
• Are decisions influenced more by the wishes of individual customers or by an overall strategy for the entire customer base?
• Does the company act proactively in the market or does it primarily react to external impulses?
• Does the standard rule or do individual exceptions dominate?

The answers to these questions reveal which strategy truly shapes the company's actions – often independent of what's stated in strategic documents. This is where a good strategy comes in, because it determines the decision-making patterns within the organization.

Once and that's it? - No

Strategy is not a project with a start and end date. It is an ongoing process of Development, implementation, reflection and adaptationOnce formulated, it is subject to constant monitoring. The core of the strategy is its current content, which is brought to life through consistent structural and financial measures.

A successful strategy requires more than clear goals – it must be actively designed, sustainably embedded, and regularly reviewed. Only then will it become the driving force behind company decisions and the foundation for long-term success.

Strategy and transformation come to life when they are implemented consistently – and wither away if they remain only on paper.