Aiming for Growth and speed?
Focus on “the other side of strategy“
“Over-all speed improved significantly, but what surprised me the most was how quickly we were able to make progress on strategically important challenges we had been stuck on for a long time.”
Charlotta Lundberg
Director Customer Development, Fortnox AB
McKinsey&Co verifies that 70% of transformation strategies fail*, and independent research shows that fewer than 15% of strategic initiatives claim successful implementation* *.
Organizations don’t fail due to faults in the actual strategy or roadmap, they fail because they are unable to adress what we call “the other side of strategy” i.e. failure to (among other things):
- respond to unforeseen events
- collaborate internally to overcome strategic roadblocks
- build shared engagement around complex strategic opportunities
Featured in:
The other side of strategy entails solving the unforeseen, yet unavoidable, complex challenges that make or break strategic initiatives.
This is our expertise. We leverage research to help our clients solve pressing issues standing between them and their goals. Our approach is taught at leading business schools around the world through the Harvard Business School Case Study “Leading Culture Change at SEB”. The case study outlines how Per Hugander helped a multi-national bank implement his “Collaborative Decision Making & Strategic Progress” intervention resulting in better decisions, faster decisions, overcoming strategic road blocks and increase in market share.
“I don’t know of anyone who is better at making research practically implementable than Per and I advise all transforming organizations to make use of his knowledge and cutting edge tools.”
Michael Platt
Director of the Wharton Neuroscience Initiative
at the Wharton Business School
Partner with us
A partnership entails Per Hugander designing and delivering a customised version of the Collaborative Decision Making & Strategic Progress process that Per and Harvard Professor Amy Edmondson describe in their MIT Sloan Management Review article Skills Training Links Psychological Safety to Revenue Growth. The process includes [1] facilitated dialogues that secure progress on the complex challenges that typically slow or halt strategic initiatives, and [2] our unique skills training that enable senior leaders to upgrade their ability to engage in effective collaborative decision making that aligns their full organization behind strategic initiatives.
Additionally, our Collaborative Decision Making & Strategic Progress intervention can serve as the foundation to upgrade an organizational culture for growth and transformation as Per outlines in his award winning article Take a Skills-Based Approach to Culture Change (mit.edu) that is featured in MIT Sloan Management Review’s
Build a Stronger Culture – 10 Must Reads.
Our clients typically use our services:
When launching strategic initiatives in turbulent business environments.
When assembling management teams to lead new divisions.
To succeed with organizational changes.
The Transformation Backbone skills
Our interventions most often boil down to intense, high-quality dialogues that enable progress on complex strategic challenges. In this clip (an excerpt from Harvard Business Schools Dynamic Teaming program) Per discusses skills we help our clients train to enable these decisive dialogues.
Psychological safety is not a problem to solve, it’s a competitive advantage to be gained
If you, like many others, have disappointing experiences related to concepts such as
Perspective Taking and Psychological Safety rest assured that our approach is
widely different from what other experts teach.
Our full focus is on strategic progress through drastically improved decision-making
As Harvard Professor Amy Edmondson describes in this article, you will solve some of your most pressing issues as an integrated part of our five month long management team intervention named Collaborative Decision Making & Strategic Progress
The “softer” benefits of psychological safety (that should not be neglected nor under valued) comes as a positive side effect of our performance focused approach.
Don’t take our word for it
Our Collaborative Decision Making & Strategic Progress process and the ROI it create, is clearly described in research reports
and articles published by leading professors at world leading business schools
[find selected publications here].
Documented results include substantial revenue growth; increased market shares; drastically improved collaboration across departments; overcoming longstanding challenges and increased speed towards strategic goals.
If your strategy is important and you want to leverage the most relevant research available to reach your goals, then you should consider partnering with us.
Give your strategy a fair chance
Workshops and keynotes
Many organizations have grown tired of inspirational, entertaining keynote speeches that fail to impact business results?
Per has spent 20 years refining methods to make concepts like perspective taking and psychological safety practically useful and the ROI of our skills training processes are well documented.
After an interactive workshop, led by Per, participants get access to the skills training process that Per and Michael Platt of the Wharton Neuroscience Initiative describe in the article Perspective Taking: A Brain Hack That Can Help You Make Better Decisions. Through our digital platform (we are rolling out our Beta-version as we speak) you get a step-by-step, self-paced, process to integrate the skills into your own way of working.
Perspective Taking: A Brain Hack That Can Help You Make Better Decisions
Article outlining the neuroscientific aspects of our skills training program and how it leads to better decisions and ideas
Take a Skills-Based Approach to Culture Change
Article outlining how our skills training can enable organizations to align their culture with growth and transformation strategies.
* Bucy, Michael et.al (2021), Losing from day one: Why even successful transformations fall short, McKinsey Global Publishing.
* * Twum, Faustina. (2021). Why Strategies Fail? A Review on Strategy Implementation. The International Journal of Business & Management.