A strategy built by your team in 2–3 months — and one they truly believe in

Strategy answers three questions: WHY does the business need to develop, WHY this direction, and HOW will it move forward in the near future?

Every decision the management team makes either moves the company closer to its strategic goals or takes it further away.

How can a business find the path that will lead to its strategic goals faster and with the greatest impact? And how can it make smart use of the resources already available?

Strategy is about growth and forward movement: where the company is heading over the next two or three years, what it will focus on, what it will stop doing, and how it will use its resources and strengths.

Strategy development is a focused project that typically takes one to two months. It is not a one-off strategic session. It is intensive work with the management team that results in a strategy the team genuinely believes in — because they built it themselves.

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A clearly documented strategy, developed by our experts together with your management team, helps focus the company’s efforts in the right direction.

When strategy development is the right next step

You want to scale the business but are not sure how to do it.

Shareholders expect growth, and you need to identify a practical way to deliver it.

The business is growing, but not as quickly as you would like.

The owners have different views on the company’s future and need to align around a shared direction.

The company is highly profitable, but its growth rate is slowing.

The owners and top managers have reached a dead end and are unsure where to go next.

The balance of power in the market is changing — or is about to change — because a major new player is entering.

You need to attract investors and require a strong, well-developed strategy.

The business is preparing for a sale, and the owners want to maximise its value.

The current strategy has run its course, and it is time to build a new one.

You are aiming for a major breakthrough and want to reshape the market.

The most common goals of a strategy development project

Keep the business growing even in an unstable market.
Engage senior leaders and key specialists in the company’s development.
Implement changes that can deliver a meaningful step forward.
Build a shared management-team view of how strategic goals will be achieved.
Answer the company’s key questions and analyse the external environment so the strategy remains realistic.

What makes our approach different

We run the project using a proprietary methodology that has been delivering results for more than 15 years. During that time, around 150 companies in 10 countries have developed and implemented strategies under the guidance of Alexander Pankov, co-founder of A.maze.S and an expert in strategic management.

Explore the methodology

To learn more about the methodology, complete the form and download the digital edition of Alexander Pankov’s book “The Labyrinths of Strategy”, published by Mann, Ivanov and Ferber (EPUB, PDF and MOBI).

A step-by-step approach to developing your business strategy

Defining the company’s future

Clarify what the owners expect from the company’s future development and create a list of their key ambitions.
Describe the main reference points, constraints and risks that must be considered when developing the strategy.

Strategic sessions: “Where the business stands today”

Describe the company’s current position.
Identify its strengths and weaknesses.
Analyse changes in the key performance indicators.
Gather and examine the business’s internal challenges.

Analysing the external environment

Competitors.
Strategic partnerships.
Key suppliers.
Adjacent markets and substitute products.
Major trends across relevant countries and industries.

Strategic sessions: “Developing alternatives”

Describe possible development paths, taking into account the opportunities and constraints identified earlier.

Important: the goal is to create several alternatives to the company’s current direction, not just one.

Strategic analysis

Build financial and marketing models for each option.
Work through the opportunities, risks and constraints.

Strategic sessions: “Choosing the strategy”

Select the company’s development path after reviewing all alternatives.
Describe the strategy: what the company will focus on and which goals and objectives it will pursue.
Develop functional strategies for individual departments and create a list of strategic initiatives.

Strategic sessions: “Implementing the strategy”

Turn the strategy and strategic initiatives into a practical action plan.
Build and approve implementation teams, with clear areas of responsibility for each team.
Set the required budget.
Define how strategy implementation will be monitored.
Agree when and how the strategy will be adjusted or reviewed.

Approving the strategic action plan

The strategy team confirms that it is ready to begin implementation.

Moving into implementation

Implementation begins. If needed, our Strategy Implementation Support service can run alongside the project to help maintain momentum.

The consultants’ role in the project

Design the strategic-session scenarios and prepare the project brief.
Organise, lead and oversee every stage of the strategy development project.
Select the methods and tools that best fit the company.
Facilitate strategic sessions.
Ask the clarifying questions the team often does not ask itself.
Help the strategy team align around a shared view and shape the final concept based on the discussions and decisions made.
Provide an expert assessment of the project outcomes.
Assess the management team’s capabilities and identify what may be missing for implementation.
Prepare the final report and project documents.

We use several working formats throughout the project

Interviews with top managers.
Desk research and analytical work.
Strategic sessions involving key employees.
Working groups.

What we do not do in this project

We do not produce a strategy that exists only “on paper for the board”. Without a real internal system, it will not work.
We do not write the strategy instead of the team. The team builds it; we act as facilitators and architects.
We do not step away until the strategy has been cascaded into an action plan and practical initiatives.

What the company receives at the end