The implementation began with diagnostics: we assessed the actual state of the organisation, identified the key opportunities and defined what needed to change. From that came an action plan with concrete recommendations, owners and mechanisms for tracking delivery. The work then ran through three areas — in the same order as the goals.
Strategy. Together with management we set the vision and mission and translated them into a strategic map with three-year and one-year goals. Every strategic project was given an owner, activities and KPIs, so the strategy stopped being a document and became a working plan.
Business structure, organisation and human resources. We defined the organisational structure and produced a clear job description with matching KPIs for every role. That established the basis for handing operational leadership to the internal team and for accountable, measurable management. We also reorganised internal communication — until then largely informal and increasingly less functional as the company grew — through a communication framework with regular meetings and a clear flow of information from ownership level, through team leaders, to every employee.
Sales and marketing. We carried out a market analysis and customer segmentation and, on that basis, defined distinct selling arguments for each segment. Sales goals were broken down into activities and KPIs, giving sales a measurable framework instead of relying on the experience of individuals.