A shared strategy without endless meetings


Small multinational manufacturing firm with a long history and a future threatened by changes.



Three factors are threatening the firm’s future: A growing competitive pressure eroding market shares, technological changes revolutionizing business models, and organizational inertia that makes it difficult to adapt to an increasingly dynamic environment.

The management, supported by the Board of Directors, is aware of the necessity of developing a clear strategy that can  guide the firm towards a renewed success. At the same time, the management does not want to engage in a process that, through endless meetings, would lead to generic guidelines that cannot be easily translated into concrete actions.



SRI addressed the challenge by combining the adoption of a consolidated strategy-definition model with a strong involvement from the management and Board of Directors, knowing that personal involvement, attitudes and beliefs would play a key role in making sure the strategy would actually be implemented.  


Preliminary one-to-one interviews

  • Individual meetings with all members of the management and Board of Directors in order to let them express their concerns and own view of how the firm would need to develop, free of all social and hierarchical dynamics

Context Analysis

  • Analysis of opportunities and threats emerged during the interviews, through:
    • Desk analysis of documents, studies, etc.
    • Available data
    • Study of best practices
    • Analysis of the current situation and trends

3 workshops for strategy definition

  • 3 workshops, through the application of rapid moderation techniques, allowed to define:
    • Vision, mission and values
    • Strategic themes and objectives
    • Activities and KPIs

Generation of output

  • Preparation of a document that could be shared at all levels
  • Definition of a periodical strategy revision process


  • The adoption of a structured process and moderation techniques generated a clear and shared output in just a few months, allowing people to effectively manage their time.
  • While recognizing the leadership role of the CEO and President of the Board in defining the strategy, all involved members had the chance to include in the process their own vision and priorities.
  • Workshops have proved to be a valuable platform for comparing the views of different business areas.
  • The formalization of the strategy has facilitated its sharing at different levels within the firm.
Corporate Level Strategy Change Management