Strategic Change

Corporate, IT & Operations Strategy

It is important to note that in a down economy Strategic Planning becomes more critical to differentiated performance.

Strategic Planning determines more precisely how you will compete in the marketplace, what the appropriate cost structure and organizational models are, and how to get the most value out of your current assets and resources.

• Corporate Strategy
• Operations Strategy 
• TechnologyStrategy 
• eBusiness Strategy
• Financial Modeling 
• Risk Management

What is Strategic Change

The impact42 strategy is to deliver outstanding value to our clients. Our ambition is to help compa- nies win in their marketplaces. To do this, we work with executives to develop and implement their strategies.

The mandate of the Strategic Change group is to address the issues of the c-level executive; to focus on the strategic issues facing those executives; to help them win in their chosen markets.

Strategic change is structured around three competencies which are integrated to transform your organization to create and sustain value. Our Accelerated Strategic framework allows us to provide significant and pragmatic insight into the complex problems facing executives:

~ Increasing complexity and volatility in their business environment
~ New opportunities created through advances in technology
~ Focus on growth, accelerating innovation and customer acquisition
~ Outsourcing/shared services
– the new corporate agenda

Strategic Change Services

impact42 has assisted numerous organizations develop and implement winning business strategies through a series of strategic competencies.

Corporate Strategy ~ Develop value-creating, enterprise-wide business and market strategies addressing where to compete (products, markets, cha nnels, and customers) and how to compete (Competencies, and sources of advantage) as well as addressing economic, regulatory, environmental and technological driv- ers.

IT Strategy ~ Develop IT strategies which create value by supporting the corporate strategy. Value crea- tion is obtained by identifying IT changes that are operationally feasible considering time, resources and investment limits.

Operations Strategy ~ Develop the business model to enable and direct the corporate strategy by build- ing competencies and potential sources of advantage through human and capital resources, sourcing and alliance strategies, vertical integration, facilities and capacity, and operational philosophies and info r- mation technology.

When Does a Company Need Strategic Change?

In today’s fast changing, complex world, effective business strategies are critical to staying competitive. However, the role of advance planning and continuous renewal of business strategies is under fire. Many companiesnowonlyexecutecriticalchangesincorporatedirectionasareactiontocompetitiveandin- dustry forces. As a result, these strategic changes often are not linked to long -term vision and do not create sustained advantage.

As business advisors, our senior practitioners are trained to recognize the telltale signs of an ineffective strategy or an ineffective execution model. Based on this knowledge, our practitioners can be proactive in assisting you with your business challenges and future opportunities. Consider a Strategic Change engagement if you ….

  • Do not have a formal strategic planning process or business strategy, or do not feel your existing strateg ies are sound, compelling, or being executed throughout the organization
  • Are experiencing threats by competitors or new entrants, changes in industry structure, or dis- ruptive technologies (e.g., Internet) and need help in addressing these challenges
  • Want to enter into a new business or market and need research, objective analyses and/or sophis- ticated scenario analyses
  • Have a new management team that wants to validate or determine the company’s focus
  • Are experiencing significant volatility in stock price and want to determine and control its cause
  • Are experiencing stagnant growth, poor share value and/or pressure on margins and need to determine what investments, activities, new business models and processes will c reate the most value
  • Are uncomfortable with the risk of current plans

STRATEGIC CHANGE CORE COMPETENCIES

Strategic Planning ~ Selecting the target markets, products, channels and customers, identifying internal strengths and weak- nesses and understanding industry and business economics, as well as future scenarios to design breakthrough strategies… leading to competitive advantage and value creation.

Business Architecture ~ Designing the business model by aligning all operational levers… human and capital resources, strate- gic alliances, facilities and capacity rationalization, operations methods and technology systems.

Business Dynamics ~ Applying systems thinking and business modeling techniques to evaluate and solve complex business problems (e.g., outsourcing, divestiture, acquisitions).

Risk Management ~ Framework for integrating the management of risk into an organization’s strategy, structure and proc- esses to optimize the achievement of business objectives and therefore stakeholder value.

IMPACT42 ROLE?

We can help companies with their Strategic Planning in several ways:

  • As an Architect – we design and build an effective and comprehensive Business Strategy for the company
  • As an Advisor – we assist management with their Strategic Planning process and development of strategies and evalua- tion of business models
  • As a Lead or Team Member – we act as an additional resource to conduct market research and provide insightful analyses to the Strategic Planning process
  • As a Validator or Challenger – we validate or challenge existing plans, assumptions and organizational models to test their soundness and effectiveness

BENEFITS & CASE STUDIES

Example Strategic Change programs include:

  • PRODUCED EXECUTIVE SEMINARS on financial topics including derivatives, corporate restructuring, interest rate, currency, equity cases.
  • ORGANIZATIONAL CHANGE STRATEGY for a $1 billion division of a multinational petroleum company. 
  • DESIGNED NEW BUSINESS UNIT to house consumer-focused e-business initiatives for a $69 billion global consumer electronics company.
  • BUSINESS, ORGANIZATION AND CHANGE STRATEGIES for a multi-billion-dollar global procurement initiative for a Fortune 500 automotive company.
  • eBUSINESS STRATEGY for a $6 billion global air-products company.
  • DESIGNED NEW BUSINESS STRATEGY for the commercial service offerings of a leading procurement portal software company.
  • DESIGNED MARKETING STRATEGY for the B2B-focused eBusiness initiatives of a $300 million global ERP company.
  • MARKET FEASIBILITY STUDY for expanding the current product lines of a $5 billion global industrial products company.
  • $20 MILLION ERP IMPLEMENTATION for multiple divisions of a $14 billion global automotive company.