Psychodynamic Strategy Development
Strategic decisions are not only based on good thought processes. It is only by consciously adding intuition and feelings that good thought processes become a strategic process of reflection and we can explain to you how it
works!
Dr. Claudia Nagel
The main focus of strategic processes is the combined reflection on the company’s reaction to an unknown future. Based on this process of reflection, decisions as to how the company approaches the future are made. The act of thinking, as well as the decision-making process itself, is influenced by the personal experiences of the executive board, the type of co-operation within the team and the company’s corporate culture. Subconscious aspects that change the strategic process without being noticed often also play a role.
Psychodynamic strategy consulting is about dedicating oneself to issues that subconsciously prevent an efficient and optimum response to strategic issues based on classic strategic principles and business administration contexts. These matters become visible and enable a freer and more open exchange, thus facilitating an optimised strategic decision-making process. The relevant implementation measures (organisational and cultural) and the necessary requirements for the company are also established during this process.
The managing directors of a merger of two subsidiaries which took place 5 years ago have carried out a large strategic consultancy project with an international consultancy company but still get the impression that they have not actually progressed strategically as a result of the project. The stakeholder analysis then identifies the levels containing unresolved conflicts that impede further development. The lack of focus on the current customers can also be broached, as can the subconscious company purpose, which is virtually infeasible and thus contributes to the company’s stagnation.
The German holding company of an international commercial enterprise has, for cost reasons, set itself the goal of centralising its purchasing. When defining the implementation measures, it becomes clear there are team conflicts existing at a management team level; solving these leads to the reformulation of the company’s purchasing strategy.
The American parent company of a German commercial enterprise identifies a management weakness in its organisation. Individual and team discussions with both the American and German management team can address the factors that caused this. Assisting the German management team on a longer term basis ensures that management efficiency is worked on and the strategic focus is revised.