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Strategic planning

A solid strategic planning process delivers valid planning content, applies relevant methodologies, integrates the individual planning steps and tracks implementation. Drawing on our project experience, we have developed a benchmark process for strategic planning that satisfies all these requirements.

In brief

The strategic planning process – a success factor for sustainable corporate development

Strategic decisions prepare the ground for long-term growth that creates value. Top managers accordingly see such decisions as one of their top priorities. Corporate strategy defines the company's vision, sets targets for the long term and outlines the nature and scope of its business. Effective strategies can give a company a decisive competitive edge.

Review your strategic planning process

Existing strategic planning practices often involve inadequate quantitative frameworks; and they fail to state the specific actions that must be taken. Worse still, they frequently do nothing at all to inject innovation into the business system.
There is of course no such thing as the right process for strategic planning. Many existing planning processes do, however, clearly contain avoidable weaknesses. Our crossindustry study of this issue revealed the seven strategic planning pitfalls and a benchmark strategic planning process that are outlined.

Pitfalls in the strategic planning process

  • How effective is your early warning system?
  • Do you pay sufficient attention to what your competitors are doing?
  • Do you underpin your strategic alternatives with quantitative data?
  • Is value-based management established firmly enough?
  • Is your strategic planning linked to your medium-term and operational planning?
  • How effective is your strategy implementation tracking system?
  • Are your people sufficiently well informed? Have you secured their active commitment?

A solid strategic planning process delivers valid planning content, applies relevant methodologies, integrates the individual planning steps and tracks implementation. Drawing on our project experience, we have developed a benchmark process for strategic planning that satisfies all these requirements.

 
Benchmarking process for strategic planning
 

Our experts

Austria

Roland Falb

Managing Partner Austria, Hungary, Czech Republic

Vienna, Austria
Phone: +43 1 536 02-200
E-mail: e-mail

 

Bahrain

Vatche Kourkejian

Principal

Manama, Bahrain
Phone: +973 17 5679 - 50
E-mail: e-mail

 
Houssem Jemili

Partner

Manama, Bahrain
Phone: +971 4446-4080
E-mail: e-mail

 
Sassan Hatam

Principal

Manama, Bahrain
Phone: +973 17 567-950
E-mail: e-mail

 

Belgium

Axel Böhlke

Principal

Brussels, Belgium
Phone: +32 2 6610 - 0
E-mail: e-mail

 

Brazil

Marcelo Aude

Partner

São Paulo, Brazil
Phone: +55 11 3046-7111
E-mail: e-mail

 
António Bernardo

Partner, Member of the GEC

São Paulo, Brazil
Phone: +55 11 3046-7111
E-mail: e-mail

 
Martin Bodewig

Principal

São Paulo, Brazil
Phone: +55 11 3046 7111
E-mail: e-mail

 

Canada

Serge Lhoste

Managing Partner Canada

Montréal, Canada
Phone: +1 514 875 2000
E-mail: e-mail

 

France

Sebastien Amichi

Partner

Paris, France
Phone: +33 1 70394-282
E-mail: e-mail

 
Charles-Edouard Bouée

CEO - Chief Executive Officer

Munich, Germany
Phone: +33 1 53670-965
E-mail: e-mail

 

Partner

Paris, France
Phone: +33 1 53670-341
E-mail: e-mail

 
Bastien Puech

Principal

Paris, France
Phone: +33 1 70 39 42 93
E-mail: e-mail

 
Nicolas Teisseyre

Partner

Paris, France
Phone: +33 1 53670-973
E-mail: e-mail

 

Germany

Georg Altmann

Partner

Frankfurt, Germany
Phone: +49 69 29924 - 6147
E-mail: e-mail

 
Rainer Bizenberger

Partner

Berlin, Germany
Phone: +49 30 39927 - 3582
E-mail: e-mail

 
Charles-Edouard Bouée

CEO - Chief Executive Officer

Munich, Germany
Phone: +33 1 53670-965
E-mail: e-mail

 
Albrecht Crux

Partner

Munich, Germany
Phone: +49 89 9230-8208
E-mail: e-mail

 
Fabian Engels

Partner

Berlin, Germany
Phone: Mobile Germany +49 160 744 35 98; Mobile Middle East + 971 56 655 18 40
E-mail: e-mail

 
Manfred Hader

Partner

Hamburg, Germany
Phone: +49 40 37631-4327
E-mail: e-mail

 
Patrick Heinemann

Principal

Stuttgart, Germany
Phone: +49 711 3275 - 7321
E-mail: e-mail

 
Carsten Rossbach

Partner

Frankfurt, Germany
Phone: +49 69 29924-6318
E-mail: e-mail

 
Regina Schmidt

Partner

Munich, Germany
Phone: +49 89 9230-8747
E-mail: e-mail

 
Burkhard Schwenker

Partner, Chairman of the Advisory Council

Hamburg, Germany
Phone: +49 40 37631-4100
E-mail: e-mail

 
Andreas Schwilling

Partner

Munich, Germany
Phone: +49 89 9230-8364
E-mail: e-mail

 

Greater China

Liu Watson

Partner, Member of the Supervisory Board

Beijing, Greater China
Phone: +86 10 84400088-618
E-mail: e-mail

 

Partner

Beijing, Greater China
Phone: +86 10 84400088 - 686
E-mail: e-mail

 
Guoqiang Ren

Partner

Shanghai, Greater China
Phone: +86 21 52986677 - 806
E-mail: e-mail

 

Italy

Roberto Crapelli

Managing Partner Italy

Milan, Italy
Phone: +39 02 29501-257
E-mail: e-mail

 
Mariano Frey

Partner and Chairman of the Board of Roland Berger Italy

Milan, Italy
Phone: +39 02 295 01-230
E-mail: e-mail

 
Andrea Marinoni

Partner

Milan, Italy
Phone: +39 02 29501-291
E-mail: e-mail

 
Paolo Massardi

Partner

Milan, Italy
Phone: +39 02 29501-218
E-mail: e-mail

 

Japan

Isao Endo

Partner

Tokyo, Japan
Phone: +81 3 358 76-660
E-mail: e-mail

 
Joji Hattori

Principal

Tokyo, Japan
Phone: +81 3 35876 - 347
E-mail: e-mail

 
Takashi Hirai

Partner

Tokyo, Japan
Phone: +81 3 35876-660
E-mail: e-mail

 
Masayuki Igarashi

Principal

Tokyo, Japan
Phone: +81 3 358 76-660
E-mail: e-mail

 
Satoshi Nagashima

Managing Partner Japan

Tokyo, Japan
Phone: +81 3 35876-660
E-mail: e-mail

 
Takashi Watanabe

Principal

Tokyo, Japan
Phone: +81 3 358 76-660
E-mail: e-mail

 

Morocco

Laurent Benarousse

Managing Partner Morocco

Casablanca, Morocco
Phone: +212 529 01 13 54
E-mail: e-mail

 

Netherlands

Benno van Dongen

Partner

Amsterdam, Netherlands
Phone: +31 20 7960-600
E-mail: e-mail

 
René Seyger

Partner

Amsterdam, Netherlands
Phone: +31 20 7960-600
E-mail: e-mail

 

Portugal

António Bernardo

Partner, Member of the GEC

Lisbon, Portugal
Phone: +351 21 3567-601
E-mail: e-mail

 

Russia

Eduard Cherkin

Principal

Moscow, Russia
Phone: +7 495 225 76 45 - 0
E-mail: e-mail

 
Dmitri Zaitsev

Managing Partner Russia and CIS

Moscow, Russia
Phone: +7 495 225 76 45 - 0
E-mail: e-mail

 

Southeast Asia

Dieter Billen

Principal

Kuala Lumpur, Southeast Asia
Phone: +60 3 2203 8615
E-mail: e-mail

 
Damien Dujacquier

Partner

Singapore, Southeast Asia
Phone: +65 6597 4548
E-mail: e-mail

 

United Arab Emirates

Sassan Hatam

Principal

Dubai, United Arab Emirates
Phone: +971 44 46 4080
E-mail: e-mail

 
Eduardo Neto

Partner

Dubai, United Arab Emirates
Phone: +971 4 446 4080
E-mail: e-mail

 

United Kingdom

Anand Raghavan

Partner

London, United Kingdom
Phone: +44 20 3075 1100
E-mail: e-mail

 
Robert Thomson

Partner

London, United Kingdom
Phone: +44 20 3075 1100
E-mail: e-mail

 

USA

Brandon Boyle

Principal

Detroit, USA
Phone: +1 248 729-5000
E-mail: e-mail

 

Further reading

Mastering 2020 - How to get prepared for the VUCA world with Light Footprint Management

THINK ACT, 2014

In a VUCA world, firms need to work hard to get ready for 2020. This requires implementing two things in parallel: evolution and revolution …  >>

 
think: act CONTENT - How to survive in the VUCA world

think: act CONTENT, 2013

How are firms adapting to the VUCA world? We revealed seven key principles from today's meta-winners. Together, these principles form what we call "Light Footprint" approach …  >>

 
CSO's Role in Times of Uncertainty

Joint study with the Institute of Management at the University of St. Gallen, 2013

Roland Berger Strategy Consultants and the University of St. Gallen’s Institute of Management (IfB-HSG) have completed a survey that reveals the roles of strategy work and CSOs in times of increasing uncertainty …  >>

 
think: act BUSINESS - COO Insights

think: act BUSINESS - COO Insights, 2012

There are ways to prepare for the unforeseeable, even in highly volatile times. But which way is the right way? …  >>

 
Trojan horses of decline

Book, 2012

"Wrong decisions or a lack of decision making sneaks into the company like a Trojan Horse and often paralyzes the company," warns Seyger in his book "Trojan horses of decline" …  >>

 
Management between Strategy and Finance

Book (in German) by Burkhard Schwenker and Klaus Spremann, 2008

Companies' decision-making and planning systems find themselves in a constant tug of war between strategic and financial considerations. The authors analyze these two opposing currents in business thinking, dissecting their differences and identifying their best practices. …  >>