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".