Tag Archive for: corporate governance

A turning point in strategic corporate management

We are currently experiencing a turning point, both politically and socially. Previously valid norms and modes of action are being questioned. Yesterday’s common practice is stopped today. But what does that mean for companies? Does corporate leadership need to rethink? Yes, a turnaround in strategic corporate management can already be seen today.

The business environment is changing significantly

Whether it is new spending in the billions on military defence (Capital, 28.2.2022), an acceleration of the energy turnaround (SZ, 28.2.2022), or the strengthening of the semiconductor industry in Europe (EU, 8.2.2022): not all of this comes as a surprise, but we are now challenged to master several challenges simultaneously. In order to achieve this, managers must fundamentally question their actions and adapt them quickly. In short: the corporate world is also facing a turning point. Regardless of whether it is a medium-sized company or a corporate group, corporate management under the yardstick of constant economic growth is a thing of the past.

A turning point in strategic corporate management – What are the triggers?

A turning point in strategic corporate management

Trigger of turning point in strategic corporate management

Some changes and influencing factors have been known for some time, such as demographic change with its effects on the skilled labour situation. The call for sustainable and environmentally conscious management is also not new. What is new, however, is the emphasis on how these changes are now being demanded by politics and society. Awareness of change and its consequences has also increased. This brings opportunities, but also risks. One example: Since COVID-19, the topic of digitalisation has definitely been at the top of companies’ agendas. At the same time, however, the dangers of cyberattacks are also increasing. In many areas, we are only at the beginning of the technological possibilities. Those who lose touch here will lose competitiveness. As of today, we see the main drivers as follows:

  1. Increasing signs of scarcity economy.
  2. Accumulation of problems in the supply chains of many companies.
  3. Increase in global tensions.
  4. Uncertainties in the energy supply in the coming years until the complete conversion from fossil to renewable energy sources.
  5. Ongoing climate change.
  6. Increasing digitalisation is leading to new disruptive technologies in the market.
  7. Short-term establishment of a new hybrid working world.
  8. Ongoing skills shortages require new approaches to dealing with them.

Each of the drivers of the turnaround identified here would in itself have a considerable influence on the orientation of companies. But it is precisely the sum of the influences that will massively change companies.

How can companies and managers respond to this?

Managers are now challenged to strategically question or even reposition their company. A primary goal is to strengthen a company’s resilience in order to cope with temporary shocks in the value chain. Not only internationally active corporations, but also small and medium-sized enterprises now need an adapted strategy for the coming years. And not as an end in itself, but for your employees, customers and investors. This is because a change of era always creates uncertainties among those involved, which are best countered with clear strategic corporate management.

We advise leaders not to waste time. Start strategically repositioning your company now. You don’t need a big throw to do that. It is important that you define the strategic guard rails at the beginning. Based on this, you will develop the corresponding initiatives. So they take an iterative approach instead of just holding a one-off strategy workshop. It is important that you document your strategic work results, because only then will they be concrete, understandable and lived by everyone in the company. Involve your own employees as well. They know your company and the market environment best – even better than some external consultants. They often already have an idea of what concrete solutions and measures could look like. In addition, changes in which the own employees were involved are also supported. You can also read more about this in our blog article Concretising a strategy for successful implementation.

Our detailed white paper on the turning point in strategic corporate management

We have described all the above influences in detail in a white paper. To this end, we have compiled a large number of strategic recommendations for action. Here you can download the document free of charge (German version).

Whitepaper: Changing times for corporate governance

Free whitepaper

If you want to start creating your strategy now, the ConWISE platform can support you with the individual steps. Test the easy-to-use application with a free user account. If you have any further questions, please do not hesitate to contact us.

The first 100 days: 5 tips for leaders

Whether you are taking on a new leadership role with your current employer or moving to a new employer, the “first 100 days” will be critical to how you are perceived. It would be fatal to let three months pass by without achieving initial successes. So use your first 100 days strategically. The following 5 tips will help you:

  1. Involve as many people as possible around you
  2. Identify the problems but also the opportunities
  3. Work out strategies together
  4. Always proceed in a structured manner
  5. Show concrete results and initiatives

Tip 1: Involve as many people as possible around you

In the first few days and weeks you should mainly listen and take stock. Although the focus is on your “own” employees, you should also involve your superiors and managers from other departments. Ask for feedback on suppliers and external service providers regarding past and future cooperation. The impulses and advice of external management consultants can also be very helpful. But avoid larger consulting engagements and presence in the house. On the one hand, the high costs of consulting work can speak against you as a prudent manager. On the other hand, the involvement of consultants always creates distrust among their own employees as well as questions about their own competence. You should therefore only use external consultants on a selective basis and ideally use digital consulting services for support.

Tip 2: Identify the problems but also the opportunities

You will spend some time analyzing your new environment. Be careful not to focus one-sidedly on the problems and get lost in the details. Instead, always work out the chances and possibilities for the future. This also applies if you received the new management position with the advice to solve the existing problems. Ultimately, it’s a look back and you’ll be appreciated when you’ve fixed the problems, which equates to meeting expectations. However, you will be viewed as a manager with great prospects for the future if you can also show the opportunities for further development. So always pay attention to the weaknesses and strengths, to the risks, but also to the possibilities in your analyses. Combine existing strengths with emerging market opportunities and use methods such as ConWISE’s ‘Competitive Advantage Finder’.

Tip 3: Work out strategies together

After you have analyzed your environment and the current situation, you can develop initial strategies and prepare and make decisions.

It is recommended that you work out these strategies together with your employees. Also include other areas of the company with which there is a dependency. It is also advisable to call in your superiors from time to time. Less as part of the elaboration than as part of a feedback provider and early sponsor of your plans. The occasional use of a consultant in the sense of a sparring partner can also be very revealing. But here, too, the strategy should be developed in-house and not outsourced to a consulting firm. Ultimately, it will be your employees who will then put these strategies into action. You will also get to know your employees even better. You can see which employees have similar ideas as you. And you can see who finds change difficult or easy.

Tip 4: Always proceed in a structured manner

Your procedures and decisions should be clear, transparent and structured. Even if decisions are accompanied by negative consequences, employees should know how they came to the decision. Use structured methods for decision-making. In this way you make it clear that decisions are not made purely from the gut, but that you have dealt with them and taken different perspectives in advance. A good example here is the application of the Six Thinking Hats method. In this way, employees perceive decisions as fair, well-reflected and appropriate. But the development of strategies should also be structured and not the expression of a random product. Incidentally, a large part of the consulting service consists of using a structured process. You can also use these methods for yourself.

Tip 5: Show concrete results and initiatives

Concept papers can make an impression at first glance, but they don’t really get you anywhere if they can’t be implemented. Always pay attention to concrete initiatives, but don’t fall for actionism. You can do this, for example, by always concentrating on the 3 most important activities. Meet qualitative goals and statements with measurable target values, specific deadlines and responsibilities. One likes to hear the arguments “we’ve never done it like this before” or “it doesn’t work”. In these cases, ask for specific improvements or changes that can also be implemented in the short term. Always confront your employees with the question. “What could we specifically start doing or tackling differently tomorrow?”. Enter your projects in roadmaps and set concrete goals for your area and the individual employees. A good approach that supports you is, for example, the OKR method – OKR stands for Objectives and Key Results and is a management system for targeted employee management.

Conclusion: Successful start in a new management position

The 5 tips listed here for a successful start in a new management position are not only relevant at the start, but should form the basis of your daily activities.

You can use the necessary methods immediately on our digital consulting platform. This does not require familiarization with theoretical concepts or participation in workshop series or seminars. ConWISE is practice-oriented, interactive and can be used immediately in a team. Contact us!

How do you find the right management consultancy?

All management consultants ultimately offer a service. And as with all services, the difficulty at the beginning is not knowing exactly what the end result will be. It is this uncertainty that worries many executives when it comes to hiring a management consultancy, especially since the usual fee rates often add up to five to six-digit amounts in the end. So what to do? How do you find the right management consultancy for you? We see several possibilities, which we will consider in more detail below.

Personal recommendations

The personal network

Address the personal network

One of the most common ways you can go is to ask your personal environment for recommendations for good management consulting. In Germany alone there were almost 200,000 consultants working in more than 15,000 consulting firms in 2020 (according to BDU – Bund Deutscher Unternehmensberater in 2020). There is a high probability of finding someone who has already made contact with one or the other consultant.

It is best to ask colleagues who are in a similar position to you or who have already had a comparable task. Describe your project as precisely as possible, because there are corresponding experts for every topic. If you ask people you know, they can also assess whether a consultant fits their own personality or not. A special tip: maybe you know or have had contact with a valued management consultant from the past. Even if this is out of the question for the assignment in question, they usually have a network of colleagues who they can assess well. Last but not least, it is also important to him/her to help you and thus to be commissioned as a consultant again next time.

Use of the big players

A large, well-known management consultancy such as McKinsey or BCG is usually expensive, but a few arguments reduce the risk when making a selection. The number of consultants who work there. If a consultant doesn’t fit, they can usually be changed overnight without having to terminate contracts. In principle, however, it is also the case that the selection process in management consulting for new colleagues is based on certain similarities. While this is not always desirable in terms of divergence, it does allow service delivery to level off at a consistent level. The tools and the thought patterns of the consultants employed in the company are similar. And finally, the large consulting firms also have extensive knowledge and case studies. Many problems have arisen in one of the global consulting units. If, for various reasons, a large management consultancy is not an option for you, but you are looking for independent and freelance management consultants or technical experts, the following two ways are possible alternatives.

Selection via portals

Digital professional networks such as LinkedIn or XING have proven to be suitable for marketing, especially for freelancers and self-employed consultants. Xing also offers its own project postings for freelancers. But how are you supposed to separate the wheat from the chaff here? Well, on the one hand, there are recommendations for certain expert knowledge. Unfortunately, this is only of limited significance. On the one hand, it is usually close contacts who recommend one and on the other hand, “the knowledge” is very different. Also, pure specialist knowledge is not the decisive criterion as to whether someone is a good consultant or not. But what you can definitely do is check if the candidate is connected to someone who is connected to you. In this way, an existing contact can be asked for an honest assessment. The risk remains high, however, because despite flexible contracts, a few days as a consultant quickly accumulate before you can get a real impression of the actual work. The following last option could help here to find experts and consultants via a digital consulting platform and to get an idea of the content in advance without generating large consulting costs.

Contact via a digital consulting platform

A digital consulting platform such as ConWISE.de is breaking new ground when it comes to finding and integrating management consultants.

Digital consulting platform

Use of a digital consulting platform such as ConWISE.de

Accompanying consulting services such as impulses, ideas and practical examples are offered by the platform partly using artificial intelligence (AI). Such a platform also already specifies a step-by-step method sequence and automatically creates reports on the results. This already eliminates or reduces the consultant expenses for administrative and structural tasks and the risk of high consultant costs is significantly reduced. The need for advice is therefore concentrated on technical and company-specific support. In this case, ConWISE, for example, offers the option of contacting a consultant or expert directly and hiring them for limited-time tasks. This can be, for example, a review of the strategy development or the selective moderation of an online workshop. In this way you get to know the skills and personality of a consultant directly and can then conclude further contracts directly with the desired person.

Conclusion

The old adage “Those who have the choice are spoiled for choice” also applies to the selection of a suitable management consultancy. Nevertheless, digitization is creating new opportunities here as well.

The new digital consulting platform ConWISE is a good example of this. On the one hand, it reduces the use of consultants by digitizing consulting processes and enabling your own employees to work out structured concepts and solutions. On the other hand, the digital approach enables consultants to be called in when required and simply at the push of a button. The risk of encountering an unsuitable consultant is minimized and the effort is kept small. If, based on the support provided on the digital platform, you come to the conclusion that the chemistry is right and the expertise is there, then you have found the right management consultant for you. The ConWISE team will be happy to show you exactly how this works in a free demo presentation. Contact us!

Specification of a strategy for successful implementation

In the second part of our series on strategy creation, we dealt with how you can start concretizing your strategy based on the vision and mission as well as the environment and self-analysis. Building on that, let’s take a closer look at how you can flesh out the strategy .

From actual to target

The strategy aims to transform the company from the current state to a future state . If you have already followed the first two posts in our series, you have already defined it with the help of vision and mission.

If you now look at the current situation of your company, you will find that adjustments are necessary in various areas in order to achieve the set goal. The previously performed environment and SWOT analyzes will also help you. With their help, you can assess where adjustments are necessary.

The following section is intended to illustrate this using an example:

Example – A fashion manufacturer

As a fashion manufacturer with a business model that has so far been heavily focused on retail, you want to play a leading role in online retail in the future. In accordance with your vision, you want to become the most-worn brand in Europe with sustainably produced fashion.

Your company has several well-known brands in its portfolio and is well positioned in terms of production and logistics. This has already put you at the forefront of market shares in several countries.

However, you have weaknesses when it comes to online presence. Furthermore, the increasing change to online business represents a high risk for your current business.

As you can see from the environment analysis, your competitors in online trading have increased their sales considerably in recent years. In terms of brand awareness, however, they lag far behind your company. However, your brands are losing ground in customer perception compared to those of the competition.

The online strategy is to be concretized

The online strategy is to be specified

Strategic fields of action in the case of the fashion manufacturer

The factors mentioned above already result in a number of fields of action that need to be tackled in order to achieve the vision.

In marketing , the existing brands need to be modernized. This can also mean that individual brands are removed from the portfolio in order to focus on more promising ones.

In addition, the marketing channels must be coordinated with increasing online business. This also requires that the IT systems are provided to manage the goods and marketing materials digitally and to play them out in different channels. This can be done, for example, using a digital asset management system (DAM).

At the same time, new skills are required from employees. The HR department will provide training courses to ensure that marketing staff become more familiar with the needs of online business. New hires are made in IT for the provision and operation of new systems.

Strategic Goals

In the next step, you define strategic goals for the specified fields of action. These goals are intended to determine what is to be achieved specifically in the fields of action for the strategy’s observation period (3-5 years).

For the fashion manufacturer example, these could be:

field of action Strategic Goals
HR – building online skills
  • Extended training offer for online marketing
  • Creation and filling of three new positions in IT to set up and operate the online channels
IT – Technological basis for online business
  • Development and operation of the online channels
  • Creation of an infrastructure for the fully digital handling of product information
Marketing – modernization of brands
  • Consolidation of the offer of the two weakest brands
  • Start of a campaign for each of the two top brands
Marketing – focus on online channels
  • 100% growth in business on the top 10 online sales platforms
  • 30% growth on their own online platform

Be sure to define the goals SMART :

  • Specific – the goal should be specific
  • Measurable – the goal is defined quantitatively and/or qualitatively using defined measurement parameters
  • Attractive – the participants should have an interest in achieving the goal
  • Realistic – the goal should be achievable within the given timeframe with the available resources
  • Time- bound – specify the time when the goal is to be achieved

In this context, the OKR method should also be mentioned, which has gained enormous popularity in recent years.

With their help, the goals (objectives) are operationalized via concrete results to be achieved (key results). Implementation is then monitored and controlled by regular reviews of target achievement. This review can take place, for example, once a quarter. Visit our Knowledge Base for more information on this and other methods.

road map

After you have defined the strategic goals, you define the activities that are necessary to get from the current starting point to the desired target state. This often results in dependencies in terms of content or time. In addition, you will probably plan with limited resources that need to be coordinated.

Roadmap for the concretization of the strategy

Roadmap for the concretization of the strategy

You then arrange the activities according to their priorities and the dependencies mentioned. You then map these as shown above for each field of action on a roadmap diagram . This then defines your company’s path to achieving your goals.

The roadmap then serves as the basis for project portfolio management . In it, you define the relevant initiatives, provide them with budgets and monitor their implementation. This creates the transition to a successful and sustainable implementation of your strategy.

In real life, strategy is actually very straightforward. You pick a general direction and implement like hell.

— Jack Welch

Conclusion

The concretization of the strategy is a crucial step in the creation of the strategy . If you don’t do this, strategies are often too vague and not applicable in everyday work. In many cases, employees then perceive the strategy as “too aloof”. In many cases, this is followed by the fact that they completely ignore the strategy (according to the motto “again a new strategy, but nothing changes anyway”).

Hence our advice: Define your strategy based on a motivating vision and mission , strategic goals and concrete initiatives for the coming months and years. Then you have an excellent tool to lead your company successfully into the future. You can create this basis with the help of the ConWISE platform. Contact us.

From mission and vision to strategy

In the previous blog post we presented the definition of vision, mission and values in the context of strategy creation. This article is now about how we proceed to set up a strategy – i.e. the plan for the next few years.

The goal is the way

Our target state is defined by the vision and the mission. We have a clear idea of where we want to go. The task now is to define the path from the current point of view to this goal. And as so often, there can be several ways.

For example, imagine you want to ride your bike from one place to the next. There is a short trail but it is a dirt road over a high mountain. Or there is a long way that is well developed with a bike path and does not contain any steep parts, but is considerably longer. Which one do you choose?

Your choice could depend on several parameters:

  1. First of all, which bike you have. You probably don’t want to ride a dirt road on a road bike, but if you have a mountain bike this could be an alternative.
  2. Then the choice also depends on your fitness. If you are well trained and love a challenge on the mountain, you might choose the first route to get there faster. If you want a more relaxed ride that can take a little longer, the second variant is more appealing.
Flat around the mountain or right over it?

Several paths lead to the goal

You see, with the same starting point and the same goal, there are different ways to get to the goal. And the choice of which path you choose depends on environmental factors on the one hand (gravel path or developed bike path, mountain or flat route) and on the other hand on yourself (your level of fitness).

It is similar in companies when they formulate a strategy. In this case, too, environmental factors are included (e.g. political environment, competitors and customer interests) and one’s own performance (available resources, skills, strengths and weaknesses) is considered.

In what environment do we want to achieve our goal?

There are a variety of methods for analyzing a company’s environment. For example, there is the PESTLE method (environmental analysis), whose name is derived from the first letters of the areas to be considered: Political, Economic, Social, Technological, Legal, Environmental . It is immediately obvious that these areas have a significant impact on a company’s scope for action.

In the last 10 years in particular, technological developments have opened up completely new market opportunities, but at the same time have made their application in many areas absolutely necessary in order to be able to continue to exist on the market. It is becoming apparent that in the next 10 years, in addition to the continued rapid development of technologies, environmental protection will also have a significant impact on the actions of companies.

Analysis of the environment

Another commonly used approach analyzes the following areas:

  • Customers – What are the current needs of your (potential) customers and how will they develop in the coming years? Think about it in the position of your customers.
  • Partners – Which companies do you work with (e.g. also suppliers) and what are their current and future drivers?
  • Technologies – Which technologies are currently available and are you already using them? Which new technologies have the potential to change your market or the processes in your company in the coming years?
  • Market – What are the trends in your specific market and how will the market develop? Will your services continue to be in demand on the market in their current form, or are adjustments necessary?
  • Competitors – Who are your main competitors and what are they doing to improve their position? Could there be new competitors who may not have played a role in your industry in the past?

After analyzing these areas, you will have an overview of how your environment is likely to develop over the next few years. With the help of this information, in the next step you can analyze what influence these factors have on your company and what opportunities and options for action may result from them.

SWOT analysis

When you look at your company, it is helpful to identify opportunities and threats in addition to the classic analysis of strengths and weaknesses. The SWOT analysis does exactly that. The advantage of this is that, in addition to looking at the company itself, its environment is also included in the evaluation.

  • Strengths – The strengths of your company
  • Weaknesses – The weaknesses of your company
  • Opportunities – The opportunities that will present themselves to you in the previously analyzed environment over the next few years.
  • Threads – The risks or threats likely to threaten your business over the next few years.

It is important with this procedure that you strictly separate between

  1. the strengths and weaknesses on the one hand, which arise from within your company and
  2. the chances and risks on the other hand, which are to be found in the environment of the company . The environment analysis from the previous step will also help you.

Examine the above points in the context of the previously defined mission, vision and values. Areas that are not relevant to the implementation of your mission are hardly relevant in a weakness analysis. Likewise, strengths will be of no use to you if they do not contribute to the achievement of the vision.

Be critical when analyzing and try to examine hyped topics in detail to see whether they really bring the promised advantages for your application. For example, many of the promises about blockchain that have been loudly communicated in recent years have turned out to be largely exaggerated up to now. In the field of artificial intelligence, on the other hand, there are many useful areas of application. Therefore, this topic should be analyzed more closely in most companies for its possible benefits.

Identify strategic fields of action

After you have analyzed the environment and your company within this environment, it is time to draw first conclusions. Based on the results of these analyses, you can now define strategic fields of action in which you want to become active. Fields of action arise, for example, if

  • You recognize new potential in the market, which your company should use with its strengths in the future
  • You want to fix weaknesses in your company in order to remain competitive, or
  • You identify new technologies that could make your company more efficient.

The strategic fields of action specify the topics that need to be worked on in the coming months and years in order to implement your mission.

Next Steps

By defining the strategic fields of action, you have taken another important step in defining your strategy. Some companies remain too vague here and subsequently have difficulties operationalizing their strategy. Therefore, in the next part of our blog series on strategy creation, you will learn how to specify the necessary steps to implement the strategy and set up a plan for the next few years.

If you want to start creating your strategy now, the ConWISE platform can support you with the individual steps. If you want to know how this works, just contact us . We would be happy to arrange a personal demo appointment with you.

Successfully develop an AI strategy

Do companies actually need an AI strategy? It is probably less a question of “if” and more of the question of when it is too late to deal with AI. Developments in this area are rapid. In every company there are activities that can be automated and are based on an “if – then” logic. The fields of application of artificial intelligence range from data analysis and chatbots to new services, products and business models.

So, an AI strategy is essential to ensure your business is using AI strategically – in a way that ties directly to business goals. Developing an AI strategy means identifying how your company can best use AI. It is irrelevant whether the result represents an independent AI strategy or whether the findings are incorporated into the corporate strategy. It is important that companies think carefully about the use of artificial intelligence in their company.

Below you will learn what elements an AI strategy includes and how best to proceed to develop an AI strategy for your company.

The development of an AI strategy in the company

Below you will learn what elements an AI strategy includes and how best to proceed to develop an AI strategy for your company.

AI strategy for companies

Development of an AI strategy with ConWISE

Step 1: Set AI goals and define use cases

As a first step, you should think about what goals you want to pursue with the use of artificial intelligence in the company. And what benefits the company should derive from AI. The result is an AI prioritization and the definition of concrete use cases for the company.

Possible AI goals could include:

  • Develop new intelligent products or services
  • Make business processes smarter
  • Automate repetitive business tasks
  • Automate manufacturing processes

The above goals are often implemented in the context of the following AI application fields:

  • Use of sensors for the “Internet of Things (IoT)”
  • Predicting Outcomes
  • Decision Support / Augmented Intelligence
  • Pattern recognition by highlighting non-obvious data relationships
  • Personalized customer interaction
  • Job and task automation
  • Big Data Analytics
  • behavioral analysis
  • Visual recognition and classification
  • Speech recognition and natural language processing

Step 2: Prioritize use cases

Experience has shown that a large number of possible applications emerge from the first step above. These now need to be prioritized. You should concentrate on the top 3 applications. In addition, you can already identify so-called quick-win initiatives in this step. These are short-term AI projects that can help you demonstrate the value of AI in a relatively quick, easy, and inexpensive way.

Step 3: Identify requirements

Next, take on the core AI requirements. AI use cases usually have some common themes that need to be considered or that must be met as a prerequisite. Your task is to identify the challenges in order to close any gaps in the company.

The following topics are to be considered in particular when creating an AI strategy:

  • Data management
  • Technology and infrastructure
  • AI know-how
  • Change management aspects when introducing AI.

The following questions must be answered for each topic:

Data:

  • What data will you need to realize the selected AI initiatives?
  • How will you get the data you need?
  • Do you have all internal data available?
  • Do you need external data sources?
  • How structured is the available data?

Technology and infrastructure:

  • What are the software and hardware requirements for your AI initiatives?
  • To what extent does the existing IT help in collecting, storing and processing data?
  • How is data currently provided?
  • How are results from data analyzes communicated?

AI know-how:

  • What are the skill and capacity requirements involved in your AI initiatives?
  • What can be covered within the company itself and what AI know-how must be purchased from outside?

Change Management:

  • What are possible prejudices and fears about the use of AI?
  • What effects does the introduction of AI solutions have on the specific workplace and work processes?

Step 4: Close gaps

After the requirements are clearly outlined and you have identified the gaps, you can start thinking about possible activities. What does it take to correct the respective grievances? They proceed in the same way as the main topics of the AI listed above. As a result, you receive a list of initiatives that you categorize in the next step.

Step 5: Create an AI roadmap

Not all initiatives are created equal. Also, some projects can be implemented quickly, while others take longer. Finally, there may also be dependencies between initiatives that you need to be aware of. A roadmap will help you with this, in which you can arrange the individual projects in terms of time. From short-term to medium and long-term AI projects.

Conclusion when creating an AI strategy

The way shown here to create an AI strategy is certainly only the first step in strategically dealing with AI. It at least provides the framework for how you want to use AI and what conditions are to be created where. In particular, developments in the field of artificial intelligence are progressing so quickly that the results should be checked regularly and adjusted if necessary. In this environment in particular, an agile approach is advisable.

The digital consulting platform from ConWISE is ideal for drafting initial concepts for the AI strategy together in the company. You will work out the results step-by-step along the development path shown above. New AI applications can also be quickly taken into account and incorporated into the AI strategy.

The ConWISE team will be happy to show you exactly how this works during a non-binding appointment. Contact us!