Document what is never formalized: the value of the operational “offset”
The established procedures cover only a fraction of the practices that make organizations live. Implicit adjustments, improvised sequences, relational logics
Develop your economic model without ever rotating
Rethinking an economic model without modifying the central structure engages a dynamic of discreet but structuring transformation. It is less
5 keys to stabilize your business by voluntarily mastering your projects
The lasting balance of a company often depends on the ability to manage its ambitions precisely. Excessive multiplication of projects
Keep a head office in a declining industrial zone
Installing or maintaining its head office in an industrial area that loses in attractiveness requires a rigorous strategic reflection. The
Develop a business without ever expanding the offer
Strengthening the performance of a company without touching the structure of its offer forces to move the strategic cursor to
How to make a difficulty an engine of action?
The challenges, far from being simple obstacles, can become powerful levers for transformation and innovation. Faced with a difficulty, the
Top 5 levers to bring out a strategy since the operational
The development of an operational strategy is based on the fine exploitation of land information and the mobilization of available
Build a business support network
The classic organization based on frozen functions evolves in the face of increasing requirements for flexibility and agility. Building a
Introduce a period of strategic non-activity every 18 months
Voluntarily suspend strategic activity during a short and predefined cycle constitutes a still little explored modality of piloting. This punctual
Stabilize a business model from unplanned customers’ uses
The emergence of uses not planned by customers offers an exploitable base to adjust the structure of a business model.