We face a lot of companies who lack a strategy plan for its products or services. Different kinds of business logic at different company levels and sprawling development projects, lead to inefficient work. We aim to create organizations that adapt to change in customer behavior, supported by explicit business strategies.

Efficient methods for fast results.

Identifying critical success factors for getting the most leverage of solution development.
- Our course of action is to carefully plan the work ahead by discussing the business domain.

The agreement of critical success factors set the starting point for how to work with the commonly recognized phases of analysis, development and result.

1. Analysis
   Targeting the problem areas of each critical success factor. The initial project tasks are charted including a project plan for how to reach the potential of individual solution components. The analysis is conducted during a period of four to six weeks where we incrementally coordinate every fact and conclusion in regular meetings with the management group.
2. Development
   Working with the solutions of change components according to a well communicated and understood plan. We conduct workshops and assign tasks to groups consisting of customer representatives and consultants, to define the details for each change objective.
3. Result
   Implementing improvements according to the agreed change plan and conducting benchmarks in the line organization to test the incremental improvements according to the defined objectives.

Simple logic to create the correct strategy – read about Cutting Edge Companies

The management consultant Hans Thornell an innovator at Avalon Management (previously at Evolution & Co) has written the book 'Spetsföretag' (Cutting Edge Companies), where he describes how market leading companies choose to position them according to three dimensions; price,  product value and best fitted customer solution.

The following is an extract from the book
"Customers treasure different things in offers. Certain customers treasure performance most, when others treasure the price as the most important factor. A third category of customers want a solution that exactly fit their needs. When a customer seeks to satisfy this need the brand name is guidance, it signals the values a company promotes in offers to their markets. Corporations like Nokia, Apple and BMW all promote product performance, while H&M, IKEA and Dell promote the best price. Ericsson, IBM and Harley Davidson promote customer tailored solutions.

These companies have all developed market leadership in one of the value dimensions, where the customer can choose from what he thinks is the company that will meet the need from his perspective. In every line of business there are three market leaders, who all have different focus:

• Product for the best performance
• Process targeted for best price
• Business local to customer for the tailored solution

A market leader has chosen to be the best at one of the value dimensions, but to keep the leadership, the company have to be good enough in the two other dimensions. Focusing on a value dimension impacts the perceived culture, leadership, systems and organization. The behavior caused by the choice of value dimension in the organization is then reflected in its behavior."

The book is available at www.liber.se.