The demands placed on companies are changing at a rapid pace. Companies must address the most pressing issues of our time, such as digitalization, sustainability, AI application and make or buy, in order to remain competitive. In the tax sector, for example, the use of and expertise in dealing with digital technologies is becoming increasingly urgent in order to be able to work more efficiently, automatically and remain compliant. These requirements mean that companies have to make strategic decisions under great uncertainty, as the assumed framework conditions are changing ever faster.
Strategy work is important at all company levels and in every transformation project in order to provide orientation. A good strategy looks to the future and tries to recognize and exploit the great potential in the company, in the team or with a project through this new vision.
A holistic, cross-departmental view of a company reveals great opportunities in terms of collaboration and process efficiency. There is considerable potential in the preliminary tax processes in particular, which is what makes digitalization in the tax department possible and successful in the first place. The picture of what the tax department of the future will look like provides the strategic direction for this: Based on the clear target image, the appropriate digitalization projects are determined and the required skillsets of the employees are defined. In addition, a holistic system architecture enables data to be made available in a structured manner across the entire value chain, making modern technologies such as AI effective and useful in the next step. Tool decisions are then no longer made in isolation, but with the proviso that they contribute to the company's system architecture. This strategic view of influential interrelationships enables you to leverage extraordinarily high potential.
Strategy is more than just formulating nice-sounding mission statements and guiding principles. Strategy work means an intensive and honest examination of the respective challenge and requires the energy to decide on a path and to follow it. In concrete terms, we understand strategy work to mean the following clearly defined approach: uncovering the critical factors of a problem with the help of a thorough analysis, clearly identifying the challenge, developing different options for action, taking a decided route and developing coordinated measures that point the way along this route from the challenge to the goal.
We help to rethink strategy work and enable companies to develop tailor-made goals for the company itself or projects and discover new routes to achieve these goals. Our particular strength is the development of visions and target images that point the way to the future and unite all stakeholders. Depending on the project occasion, we focus on the corporate level or provide specific advice on strategy in the context of digital transformation in the tax and finance sector. A strategy project often also requires a mindset change, during which we accompany companies and employees step by step.
For us, a thorough and critical analysis is the key to success. It is important to recognize complex interrelationships and to structure and simplify the initially confusing situation in a project. Once the challenge has been formulated in concrete terms, a space opens up for visionary objectives and a wide range of options for action.
Defining and shaping a challenging vision for the long-term development of the company is an important step towards being able to steer with a focus on the future, even in uncertain times. It offers companies and employees orientation, creates value and, like a lighthouse on the horizon, shows the big goal for the future. In order to make this vision tangible, it is translated into concrete goals at all levels: From corporate goals, to departmental goals, to goals for each employee. To achieve this, we use methods such as LEGO® SERIOUS PLAY®, which help to discover unknown opportunities within hours and develop truly visionary goals - without the need for lengthy strategy meetings.
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