When is the right time for a ‘Strategic Process’ and what does it really entail?

It is common practice to undergo this process on a regular basis, every few years.

However, the need for updated reviews and definitions of strategy may occur as a result of significant changes: changes in the company's results or performance, in the market or competitive landscape, in the technological and regulatory environment, or following personal changes and other internal developments.

Accordingly, the nature and extent of the required process can and should be tailored to meet those needs: from business development through optimization and streamlining, from dilemmas regarding the ‘business portfolio’ to focusing on internal organizational issues.

Generally stated, what we do is help top management and the organization answer the ‘big questions’ that concern them, from a broad perspective that combines long term (usually 4-7 years) and relatively short term (one to two years) views.

The ‘big questions’ usually deal with issues such as “what should our defined goals be?”; “What is the right way to go?” or “How do we achieve the best possible outcomes?”

In order to answer those questions effectively and wisely, the output of the strategic process usually includes analysis of existing internal and external factors, current trends and anticipated changes; formulating, testing and deciding between the organization’s various alternatives; constructing short and medium term work plans, defining the measures  required to promote the chosen direction and its implementation.