Pinpoint elements that determine plausible and alternative futures for the organisation, its industry and markets
Structure relevant changes and key trends for the organisation, its industry and markets, creating a new vision of challenges, risks and opportunities
Identify and explore opportunities for the organisation, through the creation of new connections (e.g. value-chain), services and products
Establish a typology of sustainable development aligned with the organisation and its challenges, external risks and opportunities
Defines the strategic direction through an integrated set of choices that ensure alignment and promote an efficient execution
What are the uncertainties that can suddenly change the course of my organisation, industry or market?
Uncertain elements can be related, for instance, with industrial processes, emergent technologies, new markets, future policies and legislation and societal changes
What are the plausible futures for my organisation or industry, essential to plan strategically, evaluate risks and anticipate opportunities?
The scenarios are used to project behaviours and future events, and understand the cause and effect phenomena
How can my organisation explore the opportunities ahead (short, medium and long-term)?
Innovation processes at different levels: organisational position (e.g. brand), inter and intra-relations (e.g. value-chain), systems, processes, services and products
Which vision, strategy and options should my organisation implement for a strategic sustainable development that effectively creates value?
Providing context and a strategic framework for the organisations' sustainable development, taking advantage of opportunities and risks
What choices and actions does the organization have to make today to be able to successfully strive in the future?
The strategy is developed with the execution in mind, supported by clear organizational alignment and performance management
© ALVA Research and Consulting / 2017