Overview
Those who make key strategic decisions in the face of digital challenges and change determine success or failure in the future. It is precisely these decisions that determine the well-being of the company and its benefits for customers, employees and investors.
Top speakers with many years of practical experience and a profound scientific basis present strategy concepts. They show how forward-looking strategies are developed and implemented.
Concept
Strategic decisions set the course for the future. This requires the full commitment of decision-makers, managers, knowledge holders and key employees in the implementation process. The preparatory development of analyses, business models and plans can be delegated to lower management levels. However, the final assessment of the initial situation, the recognition of the need for action and the central decisions on the future of the company, its business areas, subsidiaries or business units cannot. The managers responsible for this must therefore assume their "guard rail responsibility" and initiate a thought and discussion process about the most promising strategies that take into account the unpredictability of the markets.
When assessing the initial situation and the relevant need for action, it is almost necessary to avoid classic "traps":
- Opportunities arising from new customer needs, technologies and market constellations must not be missed due to hesitant behavior.
- Threats should not be negated according to the slogan "if I don't see any problems, I don't have any".
- If the need for change is then recognized and accepted, the time required must not be underestimated. There is often little time!
Successful managers are aware of these pitfalls. They face up to these challenges. Because they know that only clear normative guidelines and strategic decisions create the freedom that not only allows, but actually challenges dynamics, self-organization and entrepreneurial results at downstream levels.
This includes vision, mission, implementable strategies, innovation, defense and expansion of market positions, entry into new markets, start-ups, investments, finances, structures, HRM and M&A.
Participants
- Members of the management and the board of directors.
- Entrepreneurs or company successors.
- Managing directors, division and profit center managers.
- Line and staff managers and project managers who are significantly involved in strategy projects and change processes.
