Our strategic engagements are designed for continuous business model optimization. Continuous Business Model Optimization is key for enabling financial institutions to maintain long-term relevancy. Our solutions for business model optimization help move organizations toward their desired culture, create greater clarity and alignment, and improve their execution.
Our Continuous Business Model Optimization process is intentionally designed to be customized for each organization. Decision-makers choose the components of the process that are relevant to their needs.
STRATEGIC SPRINTS
Why Strategic Sprints? Because there is tremendous opportunity in a world of uncertainty. Leaders who frequently invest time as a team to think strategically about how to create opportunities, and then move into action, are steps ahead in appropriately adapting and optimizing their business models.
Strategic Sprints are frequent and condensed, virtual sessions, which can be supported by real-time financial modeling, designed to continue strategic momentum and recalculate routes as necessary. These sessions are often had to complement, substitute for, or help teams prepare for Strategic Planning sessions. Leaders use Strategic Sprints in a number of ways, such as:
- Digging into how to clearly define success in a digital world
- Creating digital roadmaps
- Determining how to turn a distributed workforce into a strategic advantage
- Discussing how/whether to leverage emerging trends before the emerging trends become part of day-to-day life
STRATEGIC PLANNING
CEOs and senior teams realize that Strategic Planning is more important now than ever. Whether virtual or in-person, c. myers’ Strategic Planning, which can be supported by real-time financial modeling, guides teams on continuing to move their business forward. This is accomplished by helping leaders gain clarity and realign strategic priorities, while feeling the freedom to remain fluid in their implementation of strategy.
STRATEGIC THINKING
Part of remaining relevant is evaluating different futures and thinking through how those futures might impact the institution and how the institution might respond. This kind of thinking can help decision-makers evaluate whether or not they need to adjust their current business model.
BUSINESS MODEL CLARITY
The future will be an opportunity for those who embrace uncertainty and are forward-thinking and intentional about optimizing their business model before it is necessary. Clearly articulating your desired business model and gaining buy-in among all key stakeholders is a necessary big step to achieving your desired strategic impact.
STRATEGIC FINANCIAL PLANNING
Connecting the strategy with its longer-term financial implications helps ensure that the strategy, business model, and desired financial performance are aligned.
STRATEGIC IMPLEMENTATION
A brilliant strategy without successful implementation is really just a collection of terrific ideas. Taking action that is aligned with strategy is key to achieving desired results. If implementation is not a strength, then it impacts the level of business model optimization you can achieve.
STRATEGIC PEOPLE PLANNING
Creating a solid infrastructure for building and maintaining the appropriate amount of high-performing talent can help position an organization to drive toward its desired business model and, ultimately, the strategic plan for the financial institution. Directly linking desired talent capabilities and characteristics to the institution’s unique strategy translates to a keener ability to find, grow, and maintain an appropriate amount of high-performing talent.
