Compliance is more than just a technical term, and is only ever closely looked at by auditors or chartered accountants. In everyday business, it actually refers to setting and controlling a binding long-term direction beyond vested interests and day-to-day business.

A valid corporate strategy provides answers not only to the superior level of "WHAT do we want to achieve?" but also to the key question of "HOW do we work in a common direction?".
Only when this overall view is defined can roles, resources, tasks and milestones be appropriately assigned.
This crucial interface between strategy (i.e the long-term focus of the entire company) and operational level (i.e. implementing operating units with specific focus) is consciously and consistently managed only in rare cases.
Professional facilitation of the value-based strategy creates commitment:
The WBM Strategy Audit enables you to gain clarity on how long-term targets are perceived and implemented in the various departments of the organization. Also, the implementation of a value-based performance management approach provides a strong impetus for identification, co-responsibility and integration.

The Questions
• To what extent is our strategy understood and implemented at the operational level?
• Are our activities perceived as being credible?
• Are our cooperations resilient?
• Do our employees identify with the company?
• Are major decisions implemented in line with strategy and values?

The Procedure
We support the strategy and value-building process at the senior management level in two to four audits. There might be single talks to clarify technical and specific issues. During interim periods, required information is obtained, evaluated and prepared for the next milestone of the strategic process. We serve as a feedback instance whilst coordinating the different parties involved in the process. For each department or area, we define a joint and obligatory strategic field on the basis of values, opportunities and risks that are relevant to the company in the long term:

The Result
• The strategy portfolio for medium- and long-term opportunities and risks for the company as a whole is clearly defined and is embodied by the entire management team.
• A transparent, value-based decision-making process (IEM) enables the members of the executive board to become role models for staff.
• The implementation of company-forming values is transferred and translated to the operational level.
• The second management level is integrated into the strategy implementation as a team.
• The division of strategic and operational areas of responsibility creates clarity and alignment.
• If required, a value-based performance management approach is subsequently implemented to create identification, co-responsibility and integration.


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