The energy utility had been exploring new technologies for some time, but now wanted to develop comprehensive environmental scenarios in order to gain a more holistic picture of the future. In close cooperation with a core team of customers, Z_punkt first analyses the trends and influencing factors in the business environment. On this basis, the next step is to develop and visualise a trend-based framework scenario and various alternative scenarios. In a series of workshops with representatives of the individual business areas, the energy landscapes for each scenario are first specified: Total energy consumption, technology mix, degree of sector coupling, grid structure, customer structure, business models, etc. In addition, strategic opportunities in the core business and beyond (Beyond Energy and Non-Energy) are identified. In addition, alternative strategic orientations in the form of ideal-typical players are developed and evaluated across the scenarios. The insights gained are elaborated as recommendations and anchored in the strategic planning process. A scenario monitoring is also set up so that the findings are continuously reviewed and new impulses can be incorporated into the strategy process in the coming years.
Process design, trend analysis, scenario development, impact analysis for various stages of the value chain in the energy sector, identification of strategic opportunities, identification and evaluation of ideal-typical strategic positions, derivation of strategic insights and recommendations, workshop moderation
A Chilean private university wants to make its multi-year strategic planning future-proof and at the same time test its own mission statement and self-image for its future viability. To carry out the process, Z_punkt was selected as an international service provider, which was deliberately chosen to bring in an external perspective. In a first step, Z_punkt conducts a large number of interviews with stakeholders of the university in order to identify the strengths of the university and to transfer them into a competence map. This will be reflected in an international best-practice scanning. In a second step, key factors for the future of higher education are identified and validated by international and Chilean education experts. On this basis, four scenarios for the future of higher education in Chile are developed. The scenarios are discussed in a workshop in Chile with 80 relevant stakeholders. By pointing out alternative development paths, the participants' existing expectations of the future are questioned. Following the workshop, Z_punkt develops a strategic options space based on the results of the workshop and in close coordination with the strategic planning staff of the university. The option space serves as a springboard for the long-term strategic planning.
The company would like to refocus its trend and environment monitoring function, having been surprised by various new technological and market developments in recent years. Z_punkt starts by analysing the status quo of the trend and environment monitoring function as well as the strategic decision-making processes in the organisation on the basis of interviews and documents. On the basis of Z_punkt’s longstanding consulting experience, comprehensive literature research and selected best practice interviews, alternative options for foresight methodology, responsibility, format and other dimensions are developed. All in all, this results in two alternative process architectures, which are discussed with the wider management team. The department responsible will be supported in implemented the preferred architecture. Among other issues, the search area is refocused and participation in environment monitoring is widened. Parts of the strategy process are also amended to increase agility and linkage with strategic foresight.
Transformation journey following internal restructuring
Transformation journey following internal restructuring
Two departments are combined in the organisation. Initially, there are many reservations. A team event over several days aims to help new colleagues work together efficiently and in a spirit of cooperation. Z_punkt starts by interviewing participants from both units and discovers that there are significant differences in some cases in their understanding of their responsibilities and roles, communication and processes. The transformation journey therefore has to cover a lot of ground. For the team event, Z_punkt prepares a presentation of the future in which participants are confronted with the future conditions facing their business. The future in all its aspects and with all its challenges is brought to life via various media. Using various creative methods, the participants develop a joint picture of their organisation under the new conditions, of their department and of their own role. In doing so, routines are questioned, pragmatic solutions sought, a common objective and a new self-awareness developed. The new department made a successful start.
As a market leader, the potential for growth is meagre. It is clear to the commodities supplier that he cannot achieve his growth targets with his current business model and competence profile. He needs to reinvent himself. Z_punkt is tasked with the development of a long-term competence strategy. It starts by analysing the company’s skills. It creates a comprehensive picture of the process competences and functionalities of the various commodities in their applications. This picture is compared with future requirements in current and additional attractive future markets. The result is crystal clear: commodities are needed but are not value drivers in their current form. Z_punkt indicates options as to the forms of processing from which the company can generate greater profits from growth. The company already has various competences in-house and only needs to transfer them to new markets. Others will have to be developed from scratch but are linked to promising synergies across several areas of application. All in all, a new competence strategy is developed with which the company prepares for the requirements of the next 15 years.