Strategic sustainability transformation does not happen overnight. Many areas for improvement are already known. New initiatives arise from the strategy work and replace previous projects. Especially during turbulent times, it is even more important to not lose focus on strategic goals but also have the agility to shift direction and readjust in the event of unexpected changes. This requires clear managerial control parameters and coordinated strategic action programs.
Because what gets measured gets attention. And what gets attention will be executed. Everyone knows what exactly must be achieved, how much effort it requires, and whether executed projects deliver the expected results. Embedded in state-of-the-art review and adaption processes, e.g., within an Objective Key Result (OKR) management system, a classic PDCA process or the OGSM approach, multi-faceted learning processes are shaped that are vital for strategic advancement and adaption of the company.
