A sophisticated process explained in detail

Our Methodology

Our assistance in strategic change processes is based on a core methodology which we call the act affinity process. This is how we structure our work and develop the entire plan of implementation, our roadmap for strategic change.

In his book ‘The Act!Affinity Process’ author Andreas Duerst describes this methodology explicitly.

It matters to us that the act affinity process has grown out of practical experience and has still proved itself to date.

Striving for the goal

We divide the process of planning into three phases, i.e. assignment by our customer, strategy development and implementation phase. Strategy development always follows the steps as-is analysis, development of visions, determination of goals and finally development of implementation strategies.

We start by getting the project sponsor’s assignment in which his strategic intent and, above all, the strategic framework for strategic planning is decided on. This phase of assignment leads into his first go/no go decision.

During the phase of strategic development we analyse the as-is situation in his company together with the management team, visions are being developed and determination of goals derived from them. After the project sponsor has positively decided on go/no go the strategies will be implemented.

Uniting planning and implementation

First of all, implementing strategy of change is not necessarily taken over by us but we are ready to do so anytime.

As the act affinity process intends, responsibility for planning and implementing strategic change is taken by the project team which is in charge of the program manager. It consists of the company’s key staff affected by the change process.

If we are assigned responsibility for the planning and implementing of strategies we are ready to take over the program management. So the company’s decision-makers are involved in planning and implementing strategic change. This approach offers good prospects to work out necessary changes near the company’s actual needs and implementing them quickly and for good.

Integrating collective intelligence

The act affinity process places great emphasis on the collective intelligence present in every company, employees committed to processes and possessing relevant partial knowledge. The act affinity process binds these people together in the project team where at first different views meet but participants have to agree on a mutual point of view discussing them.

Dynamics of this process of understanding lead to a certain point when there is an incredible sense of ability: ‘We can get everything done!’ The ripples of collective intelligence spread fast providing the team with authority and gathering considerable momentum for change.

Turning affected employees into multiplicators

The act affinity process includes – it doesn’t exclude. It takes every company seriously and doesn’t offend her key staff’s intelligence. Therefore the project team plays a chief part in initiating and implementing the strategy of change. Its members are well versed in the company’s internal structures. By helping to create strategic change they become the most convincing multiplicators for change processes.

But in the end strategic change can’t be ordered and can only be adapted by the employees concerned out of profound conviction.

Controlling the act affinity process

Right from the beginning to the successful end of the act affinity process the project sponsor decides and supervises it. Generally this is the owner of the company, the supervisory board, BOD or CEO.

The project sponsor defines the strategic intent, determining the framework of the change process. His go/no go decisions set the course of working out strategies and implementing them so that in every phase of the change process it is his to say ‘Go on’ or ‘Stop’.

The act affinity process will bring about fundamental changes, very likely causing resistance within the company. For this reason, the project sponsor should not leave any doubt about the inevitability of the strategic change.

Count on us when you write strategic change on your agenda.