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STRATEGIC DIALOGUE

Develop disruptive strategies in horizontal organizations

Christine Durroux,  Partner

Our project experience has shown us that the attempt to systematically apply the methods of "classical strategy development" was actually inappropriate for many organizations.  In fact, a top-down strategy approach or, on the contrary, too participative proves to be ineffective in others for platform companies and organizations with a strong focus on external stakeholders do not have a very structured hierarchical system or among those who do not have a clearly identified team in charge of setting the strategic intent. However, when faced with major disruptions in their ecosystem (regulation, technology, etc.), these organizations also need to rethink their strategic positioning in line with their multiple internal and external stakeholders. This is why we are developing Strategic Dialogue approaches to carry out this reflection, removing the obstacles of traditional approaches.

This path may seem difficult, but each step is rich in opportunities to be taken into account: the identification and formulation of the objects of the dialogue; the dramatization of the stakes, often through the development of extreme scenarios in order to balance them; the arbitrations and necessary waivers; the selection of the stakeholders to be included in the dialogue; the management of the time and the cycle of opening and closing the dialogue; and, above all, a fine and rigorous management of the fair process. We have developed a set of methods and tools around the Strategic Dialogue that can be used in addition to the annual strategic planning process during periods of imbalance and rebalancing. These include approaches to scenario planning and the animation and structuring of collective "highlights".

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Strategic dialogue: the art of working together

William Isaacs

These approaches allow  : 

  • Rapidly tighten the organization in both the design and implementation of a strategic repositioning, allowing for responsiveness to weak market signals;

  • Consideration of a variety of strategic viewpoints to enable informed decision making;

  • Challenging the foundations of the organization's strategic positioning, enabling the design of effective market breakthrough strategies;

  • The construction of a common strategic course for a broad ecosystem, allowing the development of compatible and fluid strategic positions

  • Stakeholder action : faster, consistent with the strategic course, requiring limited management time

 

We structure and animate fruitful strategic dialogues for large French or international organizations and groups facing major dilemmas in order to choose the winning strategic options.

For an interprofessional group in the wine and spirits sector, we developed a strategic plan around 5 highly critical axes, involving 50 professionals over 6 months. This topic continuously feeds our work on innovation at the service of our clients, through publications in Review and an elective for students of the Strategic Management major at HEC.

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