by Ines Caloisi-
Strategy and corporate development are central to survival, adaptation and the creation of numerous objectives that enable a company to adapt to change and develop its expertise.
The companies we target are mainly those that have an innovation and change-oriented approach. While for what concerns business and development strategies, we usually hire an external consultant.
It is essential to always have a serious and constant contact between the core management staff of the company and the external consultant, because every element of project development can be a critical issue and therefore there is a need for continuous room for improvement that can impact the fluidity of internal processes to enhance objectives and results.
The first step to take is to understand what the objectives are, the organisational structure, its management and its approach to change, and how much, moreover, it is willing to intervene to make improvements aimed at growth, inserting innovative elements that could guarantee new elements in which to develop and invest.
Clearly, in our case, the aspect of the approach to innovation in the European framework is important, there is no real development if one does not align oneself with the European objectives, which in fact are then the international ones, so a study of the context and approach becomes as indispensable as it is necessary to achieve the set result.
Then we look at the company staff and in which direction we must steer our choices: a resilient structure with soft and non-rigid profiles but with clear professional identities, with the awareness that not everyone can do everything.
We must therefore focus on specialisations, which on the one hand may fragment the corporate structure but on the other hand specialise and improve it. Close collaboration between different profiles is then a sure enrichment if those who are called upon to manage know how to make the most of them.
A three-year business plan then becomes fundamental, as well as the definition of new objectives also aimed at differentiating the sources of income; once this is done, operational actions are defined to develop activities and objectives according to a time plan agreed upon with the management, all framed within a perspective of sustainability that takes into account the European framework and its long-term development objectives.
In addition, internal training is not excluded to improve communication processes, mission, leadership and approach to innovation.
A framework of this type therefore allows you to refine your vision and make everyone part of a process, not only creating greater trust between external and internal members of the company, but also improving and streamlining those work and growth processes that a company needs.
(To be continued)