• Log in
• Sitemap
• Privacy statement

• Contact

• Introduction
• Achieving congruence
• Applications
• Markets
• Business Cases
• FAQ
• Contact

The development and implementation of a strategic viewpoint

A medium-sized company providing financial services had conducted its business in the same way for many years, and had always been able to generate a reasonable turnover and profit. However, in recent years the business had increasingly come under pressure as a result of factors such as globalization and the liberalization of the market. Consequently a new course was required – but the Executive Board was unable to reach agreement on the new course. A Management Drives Consultant was requested to work with the Executive Board on the preparation of a change strategy. This would need to be a market-oriented strategy that also took account of the capabilities of the company, management and staff.

The development of the strategic viewpoint
The Values Matrix was used to determine the company’s change target. A review based on the Values Matrix during a session with the Executive Board resulted in a unanimous decision on the necessary changes. The Values Matrix ensured for an agreeable and structured meeting in which the management team reviewed its performance, the staff’s perception of the organization, and the market’s view of the company.

During the session it became clear that the customers expected the company to provide new financial products, but that they did not expect the company to play a pioneering role with innovations. The managers were of the opinion that they had a pronounced results-orientation, and that they were highly innovative. However, a supplementary Management Drives test revealed that they were very strongly focused on procedures and an agreeable working climate – and poorer in their results-orientation and decision-making. Moreover innovation was virtually absent.

The staff were of the opinion that the company really was THEIR company; they felt secure, and greatly appreciated the working climate. However, they did have the impression that the company was beginning to lag behind. It was concluded that the company was in urgent need of new products to enable it to keep up with the competition. The company would also need to continue to position itself as a reliable supplier, and it certainly should not convey an innovative image. The management team also realized that it needed some new blood, and began a search for an innovative and enthusiastic manager. It was also realized that earnest account needed to be taken of the corporate culture and the staff’s drives. Consequently everyone completed the Management Drives test.

A six-year (!) Change Plan was drawn up, a new member of the Executive Board was appointed, and the entire change process took due account of the corporate culture and the personal value systems and values of the managers and staff.

After just a little longer than two (instead of the original six) years the CEO was able to announce that the reorganization had succeeded. Taking account of – and making use of – individuals’ drives had avoided a great deal of resistance, and the staff had adopted a positive attitude to collaboration in making the necessary changes. Consequently the reorganization succeeded in achieving much better results much more quickly than had originally been foreseen.