Corporate Strategy

About Corporate Strategy

Corporate strategy consulting is about helping you develop clarity on the strategic objectives and the business model transformations necessary to capitalize on environmental opportunities and respond to environmental and competitive threats.

Read on to learn more about our strategy/strategic planning consulting process.

Use Case Scenarios

Here’s how clients have used our corporate strategy consulting:

  • To create a strategic plan

  • To engage in future-oriented discussion and decision making

  • To build board and management alignment on organizational purpose

  • To determine long-term viability

  • To identify leadership competency requirements

  • To identify new market opportunities


In addition to our process and subject matter expertise, the following digital deliverables will be provided:

  1. Enterprise database (the results of discovery)

  2. Strategy database

Process Summary

Discovery Prerequisite

We begin with a discovery process that allows us to build the baseline Enterprise database that we leverage in support of each of our consulting disciplines, including strategy. Key components captured during discovery and that are relevant to our strategy consulting effort include your business model, departmental structure, external environment, and competitors. Learn more about Discovery.

Data Gathering Survey Activities

We utilize a number of team engagement surveys in order to build a complete picture of your business model, environment, and competitive landscape. While basic data is collected during discovery, during a strategy project we seek additional input from your team to build on that data.

For example, we ask you to identify which of the many environmental factors defined during discovery are actually "strategically relevant." Then, we'll ask your team to brainstorm the expected future state that is most likely to unfold, and the many future states that could unfold for each of the factors. This input is used during discussion events, described below, to construct the credit union's preferred future outlook, which we then work to respond to via the establishment of strategic objectives.

Our data gathering survey interactions include:

  1. Strategic concerns

  2. Future states

  3. Business model impact

  4. Strategic response brainstorming

  5. Project brainstorming

Discussion and Decision Events

We spread out opportunities for discussion and decision making over the course of multiple months. This allows your organization time to properly prepare for each unique discussion/decision making interaction effort -- preparation that includes reflecting on the decisions made to that point.

For example, once your team solidifies future states for your strategically relevant environmental factors, the next effort will focus on identifying the business model elements likely to be impacted, or that need to be impacted given future possibilities. As many credit unions have hundreds of business model elements, your team needs time to think through how certain business model elements are or aren't relevant to the future before creating strategic objectives.

Our discussion and decision events are listed below. You'll note that there are a number of listed events. Thanks to the ease with which teams can meet using video conference technology, our events are mostly virtual, relatively short and focused, and spaced out for the reasons described above.

  1. Process orientation

  2. Future state discussion

  3. Business model impact discussion

  4. Business model, future state, and competitors "context" review and affirmation

  5. Objectives development and prioritization

  6. Objectives success statements, timelines, and ownership

  7. Projects identification, general timelines, and ownership

  8. Plan review and reflection

  9. Board/management planning preparation

  10. Board/management plan discussion and decision making (generally an in-person meeting)

Plan Structuring

A strategic plan is, in essence, guidance on how an organization will position itself for a defined future. Plans that we help you construct include broad strategic objectives and the specific objective-related projects required to move the organization to objective fulfillment. Throughout the data-gathering, discussion and decision event processes described above, we are documenting potential objectives and project plans. This collection of possible strategic effort is finally leveraged in management and board/management events that challenge you to refine the selection of strategic objectives, establish objective timelines, and identify critical projects and execution expectations.

The strategic plan we work to construct is not a document, but a rich database that brings together all elements of the plan and its environment. These elements include:

  1. Business model

  2. Organizational structure

  3. Environment factors and preferred "future state" expectations

  4. Critical competitors

  5. Strategic objectives

  6. Strategic projects

  7. Team member assignments/ownership (objective and projects)

Project Execution Plans and Budgets

The creation of a strategic plan is not the end of the planning process. Project plans must be filled out, meaning the tasks necessary to execute/fulfill projects must be identified, assigned, scheduled, and budgeted. Generally you’ll tackle this work on your own without our direct involvement, though if needed, we can help you work through that process.

Check-Ins and Follow-Up

Our support for the planning process doesn't end at the completion of plan structuring. We schedule two check-ins (starting after you complete your execution plan) to allow you the benefit of "outsider" feedback on plan content and execution progress. We also use this time to update you on environmental issues and changes, in particular factors that are either in your plan, or that we see emerging and likely of interest to you.

Workflow Timeline Summary

Our work effort assumes a one-year engagement and process. The efforts unfold as follows:

  • Month 1:

    • Process orientation

    • Discovery (for new clients)

  • Month 2:

    • Strategic concerns survey

    • “Future states” survey

    • Future state discussion

  • Month 3:

    • Business model impact survey

    • Business model impact discussion

    • Business model, future state, and competitors "context" review and affirmation

  • Month 4:

    • Strategic objectives response survey

    • Objectives development and prioritization discussion

    • Objectives success statements, timelines, and ownership discussion

  • Month 5:

    • Project brainstorming survey

    • Projects selection, general timelines, and ownership discussion

  • Month 6:

    • Plan review and reflection discussion

  • Month 7:

    • Board/management planning preparation discussion

    • Board/management plan discussion and decision making

  • Months 8-9:

    • Project execution planning/budgeting

  • Months 10-12:

    • Plan Check-Ins

Schedule an Engagement

If you are interested in further discussing this process, or are ready to schedule an engagement, please call us at (888) 217-5988 or complete our contact request form.