Strategy needs purpose:
Strategy consulting for a media company

A media company uses purpose for consolidation and reorientation. Consulting case in the context of Neuwaldegg’s strategy consulting. 

A German media company in the middle of a change process. The share­hol­ders’ profit expec­ta­tions and the diffi­cult situa­tion in the industry with decli­ning turnover and falling sales figures, have prompted the manage­ment to pursue a consis­tent austerity course. Personnel has been down­sized, services have been outsourced, areas have been rest­ruc­tured and processes have been stan­dar­dised at both loca­tions – the aim: cost effi­ci­ency and incre­ased produc­ti­vity.
At the same time, a stra­tegy process was laun­ched, but manage­ment quickly suspended it and is now turning to us: “We lack purpose!” To create a focus on the future and on new busi­ness models now, a clear FOR WHAT PURPOSE – “Why do we exist? What do we want to bring into the world?” is required. A stra­tegy can be derived from this, making it easier for employees to under­stand why the savings are needed.

Approaching purpose from all perspectives

Our remit is to support the company on its path to refi­ning this purpose. In order to not under­mine the austerity course, the manage­ment would also like to be quickly empowered in the topic of “purpose opera­tio­na­li­sa­tion” so that they can take the next steps on their own. We invite a group of 18 people, with equal numbers of manage­ment and staff from the teams. The teams nomi­nate which of them will be atten­ding befo­re­hand. Prepa­ra­tory tasks are carried out in small groups that mix both the hier­archy and the loca­tions to the max. As much as possible should be prepared befo­re­hand to involve teams and parti­ci­pants in advance on the one hand, and to make effi­cient use of the time spent working with us on the other. The prepa­ra­tory tasks are sent by us to the teams and specify the working time (2 hours) and the result format precisely. Other­wise we run the risk that the experts in words and pictures will approach the rese­arch tasks almost scien­ti­fi­cally.
For the joint quest, the teams come with theme posters that help us dig deep straight away. We bring the history, the brand, the market situa­tion, the customer perspec­tives, the share­holder expec­ta­tions, the future scen­a­rios and the employees’ pictures toge­ther and work our way to the purpose step by step using the WHY process. The discus­sion is intense and precise. The result is a clear purpose and a proud and exhausted group.

Quickly empowering the organisation to continue without us

The next step is to connect all employees at the loca­tions to the purpose. Using a DIY design from us, parti­ci­pants in the quest orga­nise these connec­tion work­shops on loca­tion, which give their colleagues the chance to expe­ri­ence the process and there­fore build their own rela­ti­onship to the purpose. What is surpri­sing for ever­yone: “Unbe­liev­able – we came up with the same essence as you in the work­shop without knowing anything befo­re­hand!”
The next step is the opera­tio­na­li­sa­tion work­shops for the areas and teams to trans­late the orien­ta­tion into action. The struc­ture, programmes, projects, etc. are chal­lenged and developed.

Rapid results and a far-reaching impact

The purpose proves to be the missing piece of the puzzle in the process. It under­pins the change with meaning and serves as a visible horizon for the stra­tegy. The two loca­tions become closer. The teams start to take on more personal respon­si­bi­lity and distri­buted autho­rity. Decisions are made faster and a change in working methods and self-image is initiated in a sustainable manner.

Franziska Fink

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