High Performance Transformation

 The Future of Strategy Work

From Projects to Real-Time
Development and Deployment
The Future of Strategy Work
From Projects to Real-Time Development and Deployment

Business models are changing ever more rapidly as the share
of digitally induced added value grows. This has consequences
for how companies work on and with their strategies. An irre-
versible paradigm shift is underway. From strategy as a project
to the development of strategic capabilities. From lengthy in-
tervals between strategy development projects to continuous
strategy development and deployment in real time. In order
to identify and understand external and internal strategic im-
pulses on a continuous basis, companies need comprehensive
strategic capabilities. Large-scale strategy projects that aim
to completely anticipate developments in coming years are a
thing of the past. Instead, the focus has shifted to developing
strategy work with a sustainable orientation. Especially in large
companies, the chief strategy officer (CSO) and strategy de-
partment will play an even more important role both as driver
and catalyst of strategy work of the future.
Porsche Consulting derived four capabilities, each with three
characters, that will be crucial for strategy work in the future.
High performance enterprises will incorporate these characters
into their strategy-related work in order to secure competitive
advantages.

The need for a paradigm shift in strategy work

Humans think in linear terms—but the current environment
is showing dynamic patterns. Technologies with exponential
growth rates are finding their way into nearly all of our products
and services. Given their scalability, digital business models are
especially able to change our environments in significant ways
within short periods of time. One example of the typical pattern
of exponential growth would be AI-based smart speakers such
as Alexa and Siri. They are penetrating markets at considerably
higher rates than previous technologies such as televisions, com-
puters, or even smartphones.

Exponential growth as driver of disruption Sales (in million units)

Smart Speaker 2014 Smartphone 2007 PDA 1996

25
Mobile phone 1984
20
Accelerated Disruption
15
Personal
Computer 1977
10

5
Color TV 1955
0 Time (years after
0 1 2 3 4 5 6 7 8 9 10 market entry)
Figure 1. Driving forces of a disruptive environment

Porsche Consulting  |  High Performance Transformation 02

In order to remain successful in this type of environment and to
continue generating competitive advantages, many companies
across a wide range of sectors are radically transforming the
majority of their departments and their way of working. For ex-
ample, virtual and augmented reality (VR/AR) technologies are
now an integral part of development work, as are 3D printers
in production departments and data-driven marketing in sales.
Top management personnel at every company must tackle cru-
cial topics like digitization, agility, and new ways of organizing in
their areas of responsibility.

SA L
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TODAY TRADITIONALLY TRADITIONALLY TODAY

Figure 2. Changes in company functions

Interestingly, only very few companies are undertaking similar
radical changes in their strategy-related work—one of the tasks
most closely linked to the future. At regular intervals, strategy
development appears on the agenda of top management, who
then attempts the Herculean task of exhaustively anticipating
the next five to ten years, translating it into targets and initia-
tives, and rolling it all out as a documented new strategy. After
only a few months, the underlying hypotheses are frequently
out of date, and significant corrections need to be made to the
strategic course. Leading companies tackle this issue by devel-
oping strategy-related skills in order to succeed in disruptive
environments.

Porsche Consulting  |  High Performance Transformation 03

 Strategy work of a high performance enterprise

Strategy work at companies in the future will focus on system- Consulting therefore seeks to challenge companies to develop
atically promoting development of the requisite strategic struc- these characters in suitable ways, in order to enable them to re-
tures and skills. Four capabilities with twelve corresponding spond effectively to new strategic impulses and thereby achieve
characters have been derived as key factors for success. Porsche long-term success in a constantly changing world.

Battle planning Investment banking

CAPABILITY

“Where to play & how to win” “How to invest”

CHARACTER

Insight Scenario Strategy Portfolio Alliance Business

generator strategist formulator re-allocator dealmaker incubator

Scouts the Computes Develops Assigns capital Enriches Represents

DESCRIPTION

environment to courses to strategy and resources to existing portfolio and nurtures

fuel strategic possible futures and shapes value creating via partners new business
discussions decisions businesses or M&A models

Scoring Behavior management

CAPABILITY

“How to deliver” “How to change”

CHARACTER

Performance Planning Regulatory Strategy com- Organizational Decision bias

manager orchestrator monitor municator developer challenger

Sets targets, Facilitates long-term Detects Makes strategy Designs structures to Prevents biases
DESCRIPTION

tracks status and planning, uncovers fundamental approachable build up future from unfolding
ensures success of gaps and develops risks & for all stakeholders capabilities and and negatively
strategic measures new measures opportunities ensures succession effecting decisions

Figure 3. Four strategic capabilities and twelve characters in Porsche Consulting’s strategy work for the future

Each of the four capabilities addresses a particular strategic
challenge: where to play & how to win/battle planning; how to
invest/investment banking; how to deliver/scoring; and how to
change/behavior management. This does not mean that the
content of traditional strategy-related work is obsolete. Defin-
ing a vision and mission and identifying relevant strategic goals,
for example, are subsumed into the battle planning capability.
Yet these capabilities need to be supplemented by continuous
monitoring of the environment and short-cycle decision-mak-
ing on strategic options. The capability investment banking,
which is needed to implement and finance strategies, is often
underrepresented in strategy departments. That can render
many strategies, whose development requires considerable ef-
fort and resources, effectively worthless. For example,

Porsche Consulting  |  High Performance Transformation 04

trans-industry alliances (M&As, joint ventures, partnerships)
have become a key competitive factor in an increasingly com-
plex and connected world. Another essential capability for fu-
ture business success consists of deliberate control and (re-)
allocation of capital and resources to strategically relevant
projects, especially those in environments with new digital
business models. To ensure the actual implementation of these
strategically relevant projects and initiatives, the capability
scoring is needed. Many companies realize the missing focus to
Twelve characters in strategy work
Twelve characters will be crucial in strategy work of the future.
Each of the four capabilities contains its own three archetypal
characters.
Characters in the battle planning capability
The first capability, that of suitable battle planning, has three
distinct character archetypes. The first character is the insight
generator, which continuously monitors the environment, per-
forms market and customer analyses and issues proactive early
warnings when the threshold values of defined tipping points in
certain focal areas are exceeded. The results of business envi-
ronment analyses are divided by STEEP factors1 and displayed
on a trend radar so they can be regularly discussed with top
management and internal experts and translated into concrete
recommendations for action. When predetermined threshold
values are exceeded, an alarm triggers a result-based evalua-
tion of and adjustment to the strategy. The insight generator
therefore lays the foundation for agile adaptation of the strate-
gic course to external influences.
One example: companies in the automotive industry can ob-
serve the tipping point for electromobility. When the electric
vehicle range, charging infrastructure density, and total cost of
ownership (TCO) all reach an acceptable level for customers,
the demand for electric cars will rise steeply within a short pe-
riod of time. Concrete and observable variables can be derived
for forecasting, for example, the total cost of ownership (TCO).
When costs for battery cells and modules fall below a certain
level, electric vehicles can be sold profitably at prices that en-
able end consumers’ TCO to go below that for vehicles with
Porsche Consulting  |  High Performance Transformation
score on strategy deployment too late. They frequently launch
initiatives but do not pursue them consistently and provide a
sound financial basis. Finally, the capability behavior manage-
ment becomes enormously important, at the latest when these
strategic initiatives are put into practice, often associated with
major changes. Without actively shaping the “desire” to put a
strategy into practice and without removing behavioral pitfalls
and resistance, it is very difficult to actually implement strate-
gy-related impulses.
combustion engines. When this point is reached in the foresee-
able future—along with sufficient range and charging possibil-
ities—a strategic implication will arise. Distribution channels
and production infrastructure will then be required to adapt at
the right time to meet an abrupt rise in demand for electric cars.
Initial applications show that artificial intelligence will be used
in the foreseeable future to increase the speed and accuracy of
tipping-point observation and work with a trend radar.
The ability to adjust a strategic course, which sometimes needs
to be done very quickly, requires access to existing alternative
plans that take new opportunities and risks into account. The
second character, scenario strategist, is responsible for devel-
oping different scenarios within the strategic planning frame-
work. Strategic planning that covers only one possible future
development represents a considerable risk. Companies like
Shell develop scenarios for different sustainability demands on
the energy mix as a result of climate change, in order to identify
suitable strategic options.2 Consistent analyses of these new
impulses derived from the tipping points in scenarios lay the
foundation for rapid and successful action. Moreover, consis-
tent attention to scenarios ensures that top management is
prepared to handle changing environments and can develop
more robust strategies.
Lastly, the strategy formulator is responsible for actually deter-
mining the strategy and making decisions in response to the
associated questions. In addition to formulating classic defini-
1
social, technological, economic, environmental, political
2
www.shell.de
05
tions of mission and vision, this character also makes continu-
ous and prompt strategic decisions. Tipping point occurrence
and derivative scenarios are discussed with top management
and translated into specific need for action and the resulting
strategic initiatives.
Characters in the investment banking capability
Implementing defined fields of strategic action requires not
only sufficient internal capital and resources, but in some cas-
es access to external skills as well. The capability investment
banking covers the characters portfolio re-allocator, alliance
dealmaker and business incubator.
The portfolio re-allocator ensures that the right resources—
funding and expertise—are assigned to the defined strategic
initiatives. For many companies, introducing this character rep-
resents a new way of working and thinking. Resources are no
longer allocated according to the “watering can” principle (i.e.
adhering to historical ratios such as capital expenditures to
sales), but rather in accordance with targeted strategic impera-
tives. This generally leads to reallocating investments from pre-
existing to future business models rising an immense potential
for value creation. The key to this process consists of finding the
right balance between investing in new types of business and
maintaining current business models. In addition to successful-
ly developing new areas of business, it is also very important to
resolutely divest when needed. With five acquisitions and nine
divestments in the period from 2014 to 2018, Siemens is an
example for this type of resource allocation approach.3 Siemens
continuously invests in promising future fields of business and
funds this by simultaneously and consistently restructuring its
organization, including divesting from conventional fields.
If the right business fields cannot be established internally with-
in a reasonable period of time, the alliance dealmaker brings the
relevant skills into the company via partnerships or participa-
tions (M&A, venturing). One example of the general trend to-
ward strategic alliances can be seen in the financial industry.
For example, Deutsche Bank has made another investment in
the fintech sector with the startup ModoPayments. Here, too,
the strategic background consists of entering promising new
growth markets outside the traditional banking business.4
Whether sufficient capital and resources are available internally
or startups are recruited externally, the business incubator plays
a decisive role that extends far beyond conventional innovation
management. This character not only ensures that relevant
Porsche Consulting  |  High Performance Transformation
business models are set up from a strategic perspective, but
also seeks to maximize speed of decisions and the likelihood of
their success. So in addition to selecting and integrating busi-
ness models into the company’s overall strategy and infrastruc-
ture, it also creates a safe space for creativity and exchanging
ideas. The business incubator embodies the complementary
tasks of providing support and funding, on the one hand, while
also ensuring timely discontinuation of activities should the
associated business model not be viable or future-oriented. As
observed with GV (former Goolge Ventures), successful com-
panies cover a wide range of activities, from comprehensively
transforming their innovation management and business mod-
els to mentoring startups to be able to convert the results into
profitable products in their current portfolios.
Characters in the scoring capability
The crucial point of all strategies consists of successful imple-
mentation in practice. The characters performance manager,
planning orchestrator, and regulatory monitor are relevant to
the scoring capability.
The performance manager is responsible for both monitor-
ing initiatives and supporting with external impulses in the
event of deviations. Strategy departments often do not have
the sufficient set of capacities and judgment skills to provide
content-related support when putting defined strategic initia-
tives into practice. At the same time, nontransparent, manual
mechanisms for monitoring progress are often used to identi-
fy deviations from steps in the implementation plan. Strategy
work in the future will use more advanced IT tools to measure
success in real time, run forecasts, and help generate transpar-
ency about the progress of implementation. It will also serve
as a catalyst to bring the relevant departments together and
advance the implementation process.
The planning orchestrator serves as the bridge between suc-
cessful implementation of the current strategy, additional fu-
ture-oriented iterations and financial planning. In essence, this
character translates the impact of strategy into main KPIs and
portrays the financial impact of strategic decisions in the long
term. This long-term picture is then fed back into strategy dis-
cussions and generates impulses for additional adjustments to
requisite scenarios, the strategy, and its initiatives. Examining
3
www.siemens.de
4
www.bloomberg.com
06
a time horizon of approximately 1.5 times the product life cy-
cle can enable long-term effects to be incorporated into the
strategy at a sufficiently early point. For example, a mechanical
engineering company with a product life cycle of approximately
eight years, yields a planning horizon of twelve years. The prod-
uct portfolio can then be adapted to address growth options
and to plan and synchronize cost efficiency measures.
The character regulatory monitor, which identifies changes to
regulations early on as well as the associated opportunities and
risks, is seldom part of the conventional understanding of stra-
tegic tasks. The aim here is to bring immanent opportunities
and risks linked to regulations and related business models into
strategy discussions. Alongside attention to the purely legal is-
sues in this area, an increasingly strong emphasis on sustain-
ability can be observed at many successful companies. Deut-
sche Bank predicts that within ten years, institutional investors
will make up to 95 percent of their investments on the basis
of ESG (environmental, social, and governance) factors. Hence,
the regulatory monitor will play an increasingly conspicuous
role in the near future.
Characters in the behavior management capability
One decisive factor of strategy deployment is the cultural will to
embrace transformation and change. This is addressed by the
following three characters in the behavior management capa-
bility in strategy departments.
Porsche Consulting  |  High Performance Transformation
Even the best strategy work can fail in many cases if it lacks
a cultural focus. The character strategy communicator ensures
one crucial factor here: that corporate strategy leaves the top
management level and is made accessible to all employees via
diverse media. Successful strategy communication makes si-
multaneous use of such channels as the intranet, newsletters,
video clips, flyers, and road shows, and also covers individual
stakeholder management.
In parallel to this, the organizational developer guides the cor-
porate adjustments required by and defined in the strategy.
Talent and succession planning as well as strategic personnel
planning are conducted to ensure the requisite resources.
In order to consider additional qualitative factors, the decision
bias challenger ensures that not only the cognitive but also the
emotional level of the company and its decision makers is prop-
erly addressed. As shown by technology companies in Silicon
Valley, nudge management reinforces employee behavior in
positive ways. Richard Thaler received the 2017 Nobel Prize in
Economic Sciences for his work in this field. Simple measures,
such as adding an empty but clearly labeled “investor” chair to
group discussions, can guide strategy talks. In this particular
example, participants repeatedly brought the investor per-
spective into their strategy discussion. This character covers all
measures or nudges that circumvent behavioral pitfalls in the
strategy process, such as the overestimation of individual abili-
ties leading to hockey stick planning.
07
 “Where to play & how to win” “How to invest” “How to deliver” “How to change”

Insight Scenario Strategy Portfolio Alliance Business Performance Planning Regulatory Strategy Organizational Decision
generator strategist formulator re-allocator dealmaker incubator manager orchestrator monitor communicator developer bias challenger

1 2 3 4 5

Customer, Com- Vision and mission Budget definition Target & KPI Management-
petitor & Company formulation definition oriented
analysis communication

6 7
Strategic impera- Progress
tives definition tracking & target

BASIC
achievement

Porsche Consulting  |  High Performance Transformation

8 9 10 11
Initiation of Definition and Investor relations Organizational
partnering moderation of structure &
strategic projects process
optimization

12 13 14 15 16

Long-term Sensitivity Strategy review & Portfolio and Innovation

trend radar analysis adaption resource management
analysis

19 20 21 22 23 24 25 26

Regular trend & Scenario Business scoping Steering new Implementation of Integrated Employee Talent
competitor review simulation & quantification businesses strategy initiatives long-term road-shows development
financial planning

ADVANCED
17 18

Founding of JVs Derivation of

regulatory and
legal implications

27 28 29 30 31 32

Foresight and Capital allocation Conducting M&A Uncovering Successsion Bias and effect
predictive analytics fundamental risks management analysis

33 34 35 36

Seeding ideas Real-time Tool-based Stakeholder-

performance planning platform specific
measurement & measures
value steering

NEXT LEVEL
37 38 39 40 41 42 43 44 45

“Tipping-points” Strategic war Continuous Competence Screening Mentoring Detection of Skill & capability Nudging of biases
& competitor gaming decision-making allocation of targets start-ups systemic conversion
monitoring opportunities

08
Figure 4. Maturity model with 45 tasks for Porsche Consulting’s strategy work for the future. Each maturity level from basic via advanced to next level comprises specific tasks.
Identifying missing strategic characters in three steps

The utilization of all twelve character archetypes ensures that
the capabilities needed for continuous strategy work are ade-
quately represented. Not every character has to be housed in a
central strategy department. Certain characters can of course
be covered by the collaboration model with other corporate
functions such as the finance department. For implementation
to be successful, it is crucial that the capacities of all those
involved are actually used for strategy work. An initial assess-
ment can be done in three steps.
Step 2: Defining the target state of strategy work
The second step is to stipulate which capabilities and charac-
ters should be anchored more strongly in the target state for
the strategy work of the future. It is not necessary to insert
every character ad hoc and strive for the highest level of ma-
turity. Depending on the company’s situation and the dynamic
aspects of its sector, partially developed character archetypes
can be sufficient for the time being (as exemplarily shown in
figure 5).

Step 1: Creating awareness for strategy work of the future
The first step is to work with the strategy department involved
to check the current state of capabilities, characters and tasks,
(as shown in figure 4) and to determine which of the twelve
characters are represented in the status quo of strategy work.
It is essential to create awareness for the fact that strategy
work in the future will cover a considerably broader perspec-
tive than it does today.
Step 3: Prioritizing fields of action
The third step consists of prioritizing the missing skills in the
context of current strategy work and consolidate them into a
set of measures. The result is the starting point for your journey
toward strategy work of the future.

How to invest How to deliver

Business Performance
incubator manager
Alliance Planning
dealmaker orchestrator

Portfolio
re-allocator Regulatory
monitor

Strategy
formulator Strategy
communi-
cator
Where to play
& how to win How to change
Scenario
strategist Organi-
zational
developer

Insight
generator Decision
bias
challenger

Next level Advanced Basic

Figure 5. Client example of character maturity in current (grey area) and target states (red line)

The twelve characters of strategy work and the corresponding 45 tasks provide a powerful framework to evaluate your
missing capabilities as well as your structured roadmap for strategic work transformation. This will be crucial to defend and
further expand your competitive advantage.

Porsche Consulting  |  High Performance Transformation 09

 Further reading
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Senior Partner Associate Partner Senior Manager Senior Consultant
Authors Authors Authors

Contact
Dr. Roman Hipp
Senior Partner
+49 711 911 - 12116
roman.hipp@porsche.de

Porsche Consulting  |  High Performance Transformation 10

an Hipp Dr. Roman

Dr.Hipp
Till Giese
Dr. Roman
Dr.Hipp
Till Giese
Oliver
Dr. Roman
Kienzler
Dr.Hipp
Till Giese
Oliver Kienzler
Dr. Till Giese
Oliver Kienzler Oliver Kienzler
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