Our mission is to strengthen our clients’ capability to mobilize the entire organization and accelerate the strategic actions.
To maximize value creation, we adopt a systematic approach to ensure that all managers and employees contribute actively.
We can then help the organization to influence and steer its own direction in a complex and rapidly changing world.
Each assignment we undertake is a process of careful application of our professional skills and expertise to the client’s situation, culture and needs.
Our vision is to contribute to a future where strategic plans are developed and executed simultaneously.
This includes combining a keen ability to learn from the past with a corresponding ability to shape the future as it emerges.
Being synchronized with developments externally and internally enables organizations to react faster and create better results.
This means that managers can focus on the long-term consequences when they act and take responsibility for a sustainable future.
Søren Obed Madsen
+45 60 61 10 77
Lars Schmidt Steffensen
+45 31 34 89 08
Senior Advisor, Facilitator
+45 22 837 837
+45 21 48 58 71
At STRATEGOS, we are inspired by a number of very talented individuals who provide us with new perspectives on the world of organisations and their strategies through their research or observations. Below are a collection of names. Please remember that we are always open to a dialogue about their messages.
Gary Hamel is one of the world’s leading management experts. He has set new agendas in his field on numerous occasions, e.g. by focusing on the value of a company’s core competences and the importance of keeping an organisation flexible enough to handle future challenges in a changeable world.
A few years ago, Gary Hamel put 30 of the most brilliant management minds and researchers together at a themed conference: What are the great challenges that must be faced in order to reinvent management and make it relevant in a world of rapid change?
The outcome of the conference was 25 so-called “moonshots” for the management of the future that zeroed in on such notions as: There should be a higher purpose to management; a lot more people should be involved in determining the strategic direction; managers should be trained to recognise patterns and think holistically; and strategic planning should be reinvented as a continuous process.
Chris Argyris is a real pioneer in learning theory. His theories about single loop and double loop learning has been a source of inspiration for countless managers searching for better results.
Argyris has shown clearly that one of the hardest challenges we face is to teach talented people how to learn. We feel that this is especially relevant to strategic planning, where it is usually skilled and talented individuals who are tasked with developing new strategies.
Strategy is an area where we feel that there is a significant need to focus on learning, not least in relation to the way in which the thinking behind the strategies affects the results.
With his book “The Fifth Discipline: The Art and Practice of the Learning Organization”, Peter Senge, Senior Lecturer at MIT Sloan School of Management, put learning on management agendas the world over. One of the book’s important messages is that an organisation is constantly learning new things in a continual process of adaption and improvement.
According to Senge, the prerequisite for realising an organisation’s potential is to work consciously with learning across the entire organisation. He emphasises the importance of understanding the whole as well as the organisation’s present situation. This entails understanding the connections between different events and actions to identify the causes behind the observed effects.
The challenge in a strategy context is to ensure that individual people’s learning contributes to the organisation’s overall ambitions.
According to Otto Scharmer, the quality of our attention in the moment shapes the quality of our results.
This is relevant to strategy because a manager’s attention during development as well as execution of a strategy creates the foundation for the achievable results.
Traditional strategy efforts must therefore be combined with introspection and the connection between your own thinking and the realised effect in the organisation.
Ralph Stacey states that it would be an illusion to think that managers in a turbulent and changeable environment can control an organisation by defining an overall plan to be implemented by staff subsequently.
Stacey argues that long-term planning with specific goals and policies should be replaced by a process-oriented focus on development of the organisation’s strategic readiness.
We believe that this view seriously calls into question the way many companies approach their strategies.
According to Roger Martin, an organisation can be seriously hurt if strategy development is separated from execution. This is nonetheless standard practise in many companies.
The tendency to separate development from execution may stem from the notion that you have a fantastic strategy, it “just isn’t possible” to execute it. This way of thinking is a significant explanation for strategy failure in many organisations according to Roger Martin.
Inspired by the ideas of Roger Martin and others, we see a considerable need to change the basic approaches to strategy exhibited by many companies.