SOICON’s experience shows that strategy papers are followed by a moment of truth. It can be a big advantage when preparations are done by the Top Management and when the Middle Management responsible for change is involved, but the Middle Management should also be able to contribute their own ideas.
Therefore, SOICON links three crucial processes into one overall view:
S -processes for strategy definition
O -processes for deriving the organizational consequences
I -processes for the implementation with stakeholders on site
These aspects are, in parallel, continuously considered, with changing weights; so, for instance, the implementation obstacles are not “forgotten” during the strategy definition.
Certainly, the Top Management cannot deal with all details of the implementation. However, the consultants responsible for the project have to address this comprehensiblee scope, if they want to guarantee success, and they have to acquire relevant information from the organization and deal with it.