strategy

Turns relationships, patterns, and leverage points into a tangible result by defining user need, collecting value-chain components, and deriving strategic moves.

Core question: Which components of the value chain move toward commodity in the next 12-18 months, and which strategic moves follow?

1-3 h

2-10

Turns target groups, value, goals, and priorities into a tangible result by defining the segment, collecting jobs, pains, and gains, and sharpening the proposition.

Core question: How exactly do the segment's pains, gains, and jobs fit the provider's products, pain relievers, and gain creators, and where is the gap?

1-2 h

2-8

Turns starting assumptions, opportunities, and strategic options into a tangible result by defining scope, filling the nine blocks, and developing alternatives.

Core question: How does the business model create, deliver, and capture value, and which assumptions should be checked first?

1-2 h

2-8

Turns the current situation, opportunities, and strategic options into a tangible result through defining scope, collecting strengths and weaknesses, and defining actions.

Core question: Which internal strengths and weaknesses meet which external opportunities and threats, and which action logic follows from that?

30-60 min

3-12

Turns domain knowledge, language, and system boundaries into a tangible result by listing contexts, drawing relationships, and clarifying dependencies and conflicts.

Core question: Which Bounded Contexts exist, how are they integrated, where does friction and model drift occur, and which relationship patterns are appropriate?

1-3 h

2-8

Turns target group, value, goals, and priorities into a tangible result by setting the goal, identifying actors, and choosing the smallest meaningful next steps.

Core question: Which actors must change behavior for the business goal to be reached, and which actions support that?

45-90 min

3-8

Turns baseline, opportunities, and strategic options into a tangible result by defining the focal question, collecting drivers, and testing strategic options.

Core question: Which combinations of uncertain drivers create plausibly different futures, and which strategic options are robust in more than one future?

0.5-2 Tage

4-12

Turns baseline, opportunities, and strategic options into a tangible result by defining scope and target state, documenting current state, and assigning measures and owners.

Core question: Which gaps between current state and target state prevent the outcome, and which actions close them effectively?

1-3 h

2-8

Turns current state, opportunities, and strategic options into a tangible result by clarifying the strategic vision, defining perspectives, and establishing a review cadence.

Core question: Which 12-20 metrics and initiatives across four perspectives translate the strategy into manageable work without neglecting learning or customer-oriented levers?

Halber Tag bis mehrere Wochen

4-12

Turns current state, opportunities, and strategic options into a tangible result by clarifying vision, defining mission, and checking coherence and measurability.

Core question: Which coherent target system of Vision, Mission, Goals, and Strategies orients the organization for the next 1-5 years?

2-4 h

3-12

Turns options, criteria, and risks into a tangible result by defining the question and panel, querying in the first round, and deriving the outcome in the next round.

Core question: What range or which consensus emerges when experts give iterative, anonymous estimates on an uncertain future question?

1-4 Wochen

6-30 Experten

Turns options, criteria, and risks into a tangible result by describing the change objective, collecting driving forces, and deriving interventions.

Core question: Which forces drive the desired change and which restrain it, and which interventions most strongly shift the balance?

45-90 min

3-12

Clarifies starting point, opportunities, and strategic options by defining the scope and market, gathering factors by category, and formulating strategic questions.

Core question: Which external factors shape the market over the time horizon, and what strategic questions arise from their impact and uncertainty?

1-3 h

2-10

Clarifies starting point, opportunities, and strategic options by defining the industry scope, analyzing the five forces, and formulating strategic options.

Core question: How structurally attractive is this market, and which force most strongly limits long-term profitability?

1-3 h

2-8

Clarifies starting point, opportunities, and strategic options by defining the competitive factors, drawing the current value curve, and testing a new value curve.

Core question: Which competitive factors can we reduce or eliminate, which can we raise or create, in order to build a distinct value curve?

2-4 h

3-10

Clarifies starting point, opportunities, and strategic options by framing the scope and target state, capturing the seven elements, and deriving change actions.

Core question: Which seven S are not aligned and which tension most strongly threatens execution of the strategy?

2-4 h

3-12

Clarifies starting point, opportunities, and strategic options by defining products and markets, collecting growth options, and choosing focus options.

Core question: Which mix of market penetration, market development, product development, and diversification fits the growth target and risk capacity?

45-90 min

2-8

Clarifies connections, patterns, and leverage points by articulating long-term impact, working backward from outcomes, and defining measurement points and risks.

Core question: How do the planned activities lead through outputs and outcomes to long-term impact, and which assumptions and risks do we need to test and measure?

2-6 h

4-12

Turns group input, selection, and decision into a tangible result by defining the alignment question, collecting stakeholder perspectives, and planning clarification steps.

Core question: Where do stakeholders align, where do they diverge, and what clarifications are needed before a decision can move forward?

1-2 h

4-12

Turns options, criteria, and risks into a tangible result by observing the situation, interpreting signals and context, and reviewing the effect of each cycle.

Core question: Which observation, orientation, decision, and action is one step ahead in the current loop, and which follow-up loop comes next?

15-60 min je Zyklus

1-8

Turns starting position, opportunities, and strategic options into a tangible result by collecting SWOT factors, prioritizing them, and evaluating strategic options.

Core question: Which strategic options emerge when each strength and weakness is systematically combined with each opportunity and threat, and which of these options are worth pursuing?

1-2 h

3-10

Turns options, criteria, and risks into a tangible result by collecting rough options, consolidating them, and creating a comparable shortlist.

Core question: Which actions options are truly comparable, complete, and decision-ready?

45-120 min

3-8

Moves target group, value, goals, and priorities toward a concrete result through "define the top metric", "describe the main driver of the top metric", and "set the review cadence".

Core question: How does the top metric decompose into controllable sub-metrics, which one contributes how much, and who is responsible for each lever?

90-180 min initial, dann laufend

3-8

Moves target group, value, goals, and priorities toward a concrete result through "name the main metric", "collect possible unintended side effects", and "use counter metrics alongside the main metric in reviews".

Core question: What undesirable side effect would increasing the top metric cause, and how can we detect it early?

30-60 min

2-6

Moves the current situation, opportunities, and strategic options toward a concrete result through "explain the nine-activity template", "describe primary activities", and "derive levers and weaknesses".

Core question: Which activities in our value creation are competitive advantage today, which cost without differentiation, and where are the strategic levers?

Half day

3-8

Moves the current situation, opportunities, and strategic options toward a concrete result through "place the Business Model Canvas at the center", "define two to three scenarios", and "derive actions per scenario".

Core question: Which parts of the business model hold up across different scenarios, and which actions should follow from the weak spots?

Half day

3-8

Moves the current situation, opportunities, and strategic options toward a concrete result through "collect resources and capabilities", "answer question V for each resource", and "derive strategic actions".

Core question: Which of our resources are sources of sustainable competitive advantage, and which are only parity or even weakness?

90-180 min

3-6

Moves relationships, patterns, and leverage toward a concrete result through "introduce the twelve leverage points", "collect planned actions", and "formulate a strategy across multiple levers".

Core question: Which leverage levels address our planned actions, and which higher-level levers would produce stronger impact?

Half day

3-12

Vision, target group, needs, value, and business goals fit onto one board that exposes assumptions for validation.

Core question: Which shareable product vision connects target group, needs, product idea and business goals so discovery and roadmap can align to it?

1-2 h

2-8

Structures current business, emerging growth fields, and future options across three horizons so portfolio decisions can balance today, tomorrow, and later.

Core question: How is the current initiative portfolio distributed across the three horizons, which imbalances become visible, and which reallocation secures both today and tomorrow?

Halbtags-Workshop, dann iterativ

3-12

Links data, insights, beliefs, and bets so strategy and product decisions become traceable and reviewable.

Core question: On what basis, and with which Beliefs and Insights from which data, does the team take which Bet (decision)?

1-2 h

2-8

Strukturiert eine Lage entlang Volatility, Uncertainty, Complexity und Ambiguity, um passende Handlungslogiken abzuleiten.

Core question: Welche Art von Unklarheit prägt diese Situation, und welche Reaktionslogik passt deshalb als nächster Schritt?

30-90 min

1-10