Strategy development consulting: Give your organisation orientation<\/h1>\n\n- A strategy provides orientation for an organisation and its employees.<\/li>\n
- Does your strategy still meet the requirements of your organisation or department?<\/li>\n
- Do you need support in developing and implementing a new strategy? Agile strategy development?<\/li>\n<\/ul>\n
The more uncertain the future, the more important it is for a company to provide its employees and organisation with orientation. This requires a suitable strategy that sets the direction for your actions. We support you in developing the right strategy for your company, your division or your team.<\/p>\n<\/div><\/div><\/div>
<\/div><\/div><\/div>![\"Two](\"https:\/\/www.flow.de\/wp-content\/uploads\/2026\/01\/flow-consultants-strategy-talk.jpg\" "\\"Two")
<\/span><\/div><\/div><\/div><\/div><\/div><\/div>Request a free initial consultation<\/span><\/a><\/div><\/div><\/div><\/div><\/div><\/div>A robust path for the future<\/h2>\n
We help you to formulate your vision and mission. The future strategy depends on this. In volatile environments, it should point the way forward. Together with your team, we describe the initial situation of your organization on the basis of selected analyses. The strategy is developed on this basis. We use various instruments such as the SWOT analysis or the scenario technique. In addition, we pursue participatory approaches such as cross-hierarchical and cross-departmental workshops, which have proven their worth in our many years of practice. This allows you to benefit from the expertise of your employees and at the same time increase the acceptance of the new strategy.<\/p>\n
Trust our many years of experience in strategy development. We are happy to advise and accompany you in the development and implementation of your strategy.<\/strong><\/p>\n<\/div><\/div><\/div><\/div><\/div><\/div>![](\"https:\/\/www.flow.de\/wp-content\/uploads\/2024\/05\/flow_Icons_consulting-strategie.png\" "\\"flow_Icons_consulting-strategie\\"")
<\/span><\/div><\/div><\/i><\/div>Downloads & Links<\/h2><\/div><\/div>\nLeaflet
\nStrategy development<\/a><\/p>\n\u00a0<\/b><\/p>\n
Project reports
\nStrategy using Scenario technique<\/a>
\nStrategy take action<\/a><\/p>\n\u00a0<\/b><\/p>\n
flow academy
\nchange leadership<\/a><\/p>\n<\/div><\/div><\/div><\/div><\/div><\/div><\/div><\/div><\/div><\/div><\/div><\/div>Strategy development consulting: analyses, scenarios and levers for your strategy<\/h2>\n
Strategy SWOT: As trend forecasts are generally unreliable in complex situations, we work with you to develop projections and scenarios. We work with your team to develop the starting position of your organisation based on selected analyses. This creates a commitment to the levers and the path to the future through dialogue.This provides energy and motivation for implementation. Adapted to your current issues and starting position, we use the right methodology for you. You can find an example of the implementation of a strategy consultation using the scenario technique in this project report<\/strong><\/a>.<\/p>\n![\"\"](\"https:\/\/www.flow.de\/wp-content\/uploads\/2019\/10\/web_Strategieentwicklung_en-1200x541.png\")
<\/p>\n<\/div>
<\/div><\/div><\/div><\/div><\/div>A vision offers orientation<\/h3>\n
A vision is a point of orientation for employees. Just as mariners orient themselves by the Polar star, the strategy is based on the vision. A vision does not have to be achievable, as the Polar star is not. A vision is clearly different from an aim:<\/p>\n
\n- A vision is more open to ideas that only emerge during implementation.<\/li>\n
- A vision invites more people to participate.<\/li>\n
- A vision is more rapturous, empathic, idealistic.<\/li>\n
- A vision is less threatening than a concretely formulated goal.<\/li>\n<\/ul>\n<\/div><\/div><\/div><\/div><\/div><\/div>
Meeting the concerns of stakeholders<\/h3>\n
Mission and values can be formulated in addition to the vision. The mission describes the promise of benefit: What do you offer your customers? What is the purpose of your organization? You can describe this purpose not only for your customers, but also for all other stakeholders. After all, every organization is intertwined with a wide range of stakeholders: Customers, employees, suppliers, partners, capital owners, the state, society, etc. How does your company meet these expectations and needs? The values of an organization form the guideline for its actions. Do the values only exist on paper or are they filled with life? The credibility in the implementation of the strategy strongly depends on whether the action is oriented towards the values. The following chart shows the essential elements of a strategy.<\/p>\n<\/div>
![](\"https:\/\/www.flow.de\/wp-content\/uploads\/2019\/10\/web_Strategieelemente_en.png\" "\\"web_Strategieelemente_en\\"")
<\/span><\/div><\/div><\/div><\/div><\/div><\/div>Strategy as a negotiation process<\/span><\/h3>\nIn dynamic environments, a strategy is decreasingly becoming an objective and reliable point of orientation. Rather, a strategy becomes an interpretive framework in which the corporate cultural assumptions and constructions are repeatedly negotiated anew. An unstable organizational environment means to regard strategy as a topic of the organizational culture.<\/p>\n
This can be an important function for communication within the organisation.<\/p>\n<\/div>
<\/div><\/div><\/div>Flexible implementation of the strategy<\/h3>\n
With a planned strategy you give the organization an orientation and direction for its actions. Henry Mintzberg describes what emerges in daily action and reaction to the demands and opportunities of day-to-day business as the emerging strategy. The real strategy is then always a combination of the planned and the emerging strategy. The strategy must therefore not be a concrete block that is immovable in every detail. You need the flexibility to be able to react to unforeseen developments. This is often described as the agility of the organization: Create a structure in which necessary changes are recognized and quick adjustments are possible. Therefore, it makes sense to create protected experimental spaces in which new ideas can be tried out without being exposed to the immediate pressure of results.<\/p>\n<\/div>
<\/div><\/div><\/div><\/div><\/div>![](\"https:\/\/www.flow.de\/wp-content\/uploads\/2019\/10\/SWOT_Analyse_en-800x558.png\" "\\"SWOT_Analyse_en\\"")
<\/span><\/div><\/div><\/div><\/div><\/div>The instrument SWOT analysis<\/h3>\n
A SWOT analysis has proven effective in summarizing the key internal and external factors for developing a strategy. In order for a SWOT analysis to provide well-founded insights, thorough analyses are required. These analyses are based on data from the environment and internal company data. Strategic options for action can then be derived within the framework of the SWOT analysis.
\nFrom these options an effective strategy can be developed.<\/p>\n
A detailed description of the SWOT method can be found on Wikipedia<\/strong><\/a>.<\/p>\n<\/div><\/div><\/div><\/div><\/div><\/div>Participation strengthens implementation<\/h3>\n
Participation-oriented approaches have proven effective in promoting the implementation of a strategy. For example, you can involve managers and employees in the development of a strategy in cross-hierarchy and cross-departmental workshops<\/strong><\/a>. At the same time, you can benefit from the internal expertise of your own organization, as employees often have a good knowledge of their environment and can enrich the discussion with good ideas. But a look at the outside can also be helpful: What do start-ups do differently in your industry?
\nWhat success models are there in other industries?<\/p>\n<\/div>
The more uncertain the future, the more important it is for a company to provide its employees and organisation with orientation. This requires a suitable strategy that sets the direction for your actions. We support you in developing the right strategy for your company, your division or your team.<\/p>\n<\/div><\/div><\/div>
<\/span><\/div><\/div><\/div>A robust path for the future<\/h2>\n
We help you to formulate your vision and mission. The future strategy depends on this. In volatile environments, it should point the way forward. Together with your team, we describe the initial situation of your organization on the basis of selected analyses. The strategy is developed on this basis. We use various instruments such as the SWOT analysis or the scenario technique. In addition, we pursue participatory approaches such as cross-hierarchical and cross-departmental workshops, which have proven their worth in our many years of practice. This allows you to benefit from the expertise of your employees and at the same time increase the acceptance of the new strategy.<\/p>\n
Trust our many years of experience in strategy development. We are happy to advise and accompany you in the development and implementation of your strategy.<\/strong><\/p>\n<\/div><\/div><\/div> Leaflet \u00a0<\/b><\/p>\n Project reports \u00a0<\/b><\/p>\n flow academy Strategy SWOT: As trend forecasts are generally unreliable in complex situations, we work with you to develop projections and scenarios. We work with your team to develop the starting position of your organisation based on selected analyses. This creates a commitment to the levers and the path to the future through dialogue.This provides energy and motivation for implementation. Adapted to your current issues and starting position, we use the right methodology for you. You can find an example of the implementation of a strategy consultation using the scenario technique in this project report<\/strong><\/a>.<\/p>\n A vision is a point of orientation for employees. Just as mariners orient themselves by the Polar star, the strategy is based on the vision. A vision does not have to be achievable, as the Polar star is not. A vision is clearly different from an aim:<\/p>\n Mission and values can be formulated in addition to the vision. The mission describes the promise of benefit: What do you offer your customers? What is the purpose of your organization? You can describe this purpose not only for your customers, but also for all other stakeholders. After all, every organization is intertwined with a wide range of stakeholders: Customers, employees, suppliers, partners, capital owners, the state, society, etc. How does your company meet these expectations and needs? The values of an organization form the guideline for its actions. Do the values only exist on paper or are they filled with life? The credibility in the implementation of the strategy strongly depends on whether the action is oriented towards the values. The following chart shows the essential elements of a strategy.<\/p>\n<\/div> In dynamic environments, a strategy is decreasingly becoming an objective and reliable point of orientation. Rather, a strategy becomes an interpretive framework in which the corporate cultural assumptions and constructions are repeatedly negotiated anew. An unstable organizational environment means to regard strategy as a topic of the organizational culture.<\/p>\n This can be an important function for communication within the organisation.<\/p>\n<\/div> With a planned strategy you give the organization an orientation and direction for its actions. Henry Mintzberg describes what emerges in daily action and reaction to the demands and opportunities of day-to-day business as the emerging strategy. The real strategy is then always a combination of the planned and the emerging strategy. The strategy must therefore not be a concrete block that is immovable in every detail. You need the flexibility to be able to react to unforeseen developments. This is often described as the agility of the organization: Create a structure in which necessary changes are recognized and quick adjustments are possible. Therefore, it makes sense to create protected experimental spaces in which new ideas can be tried out without being exposed to the immediate pressure of results.<\/p>\n<\/div> A SWOT analysis has proven effective in summarizing the key internal and external factors for developing a strategy. In order for a SWOT analysis to provide well-founded insights, thorough analyses are required. These analyses are based on data from the environment and internal company data. Strategic options for action can then be derived within the framework of the SWOT analysis. A detailed description of the SWOT method can be found on Wikipedia<\/strong><\/a>.<\/p>\n<\/div> Participation-oriented approaches have proven effective in promoting the implementation of a strategy. For example, you can involve managers and employees in the development of a strategy in cross-hierarchy and cross-departmental workshops<\/strong><\/a>. At the same time, you can benefit from the internal expertise of your own organization, as employees often have a good knowledge of their environment and can enrich the discussion with good ideas. But a look at the outside can also be helpful: What do start-ups do differently in your industry?<\/span><\/div><\/div>Downloads & Links<\/h2><\/div>
\nStrategy development<\/a><\/p>\n
\nStrategy using Scenario technique<\/a>
\nStrategy take action<\/a><\/p>\n
\nchange leadership<\/a><\/p>\n<\/div><\/div><\/div>Strategy development consulting: analyses, scenarios and levers for your strategy<\/h2>\n
<\/p>\n<\/div>A vision offers orientation<\/h3>\n
\n
Meeting the concerns of stakeholders<\/h3>\n
<\/span><\/div>Strategy as a negotiation process<\/span><\/h3>\n
Flexible implementation of the strategy<\/h3>\n
<\/span><\/div><\/div>The instrument SWOT analysis<\/h3>\n
\nFrom these options an effective strategy can be developed.<\/p>\nParticipation strengthens implementation<\/h3>\n
\nWhat success models are there in other industries?<\/p>\n<\/div>