Advisory Areas
I offer strategic advisory services that help owner-managers, CEOs and executive teams turn strategic ambitions into organizational capacity for action and real progress. The advisory work is based on the company’s specific situation and brings together strategy, organizational capability, execution and leadership sparring
From Strategy to Organizational Capability
From strategy to organizational capability is LØWE LANTZ advisory's core advisory offering.
The starting point is:
If the strategy is to succeed, what does the organization need to be particularly good at?
Strategic ambitions are translated into concrete requirements for the organization. Support is provided to identify the most important organizational capabilities, assess where the company stands today, and pinpoint the areas that need to be strengthened.
Among other things, it is examined whether the gap lies in competencies, processes, technology & data, roles & responsibilities, leadership & performance, or culture & collaboration.
When a capability gap has been identified, the solution is not automatically more employees or more competence development. The assessment is broader:
Build – Buy – Borrow – Automate – Stop
The goal is to find the most effective way to create access to the organizational capability required by the strategy.
Strategy Execution
Here, management is supported in bringing the strategy to life in practice – with clear priorities, clear ownership, and a leadership rhythm that creates progress.
The advisory services can, among other things, include:
Prioritisation – Goal hierarchy – Governance – Roles and responsibilities – Leadership rhythms – Portfolio management – Progress tracking.
The core principle is:
Strategy should not only be explainable. It must be manageable.
The goal is more focus, fewer real priorities, clearer ownership, faster decisions, and stronger execution.
Trusted Advisor
Here, a confidential space is offered to the owner, CEO or top management for sparring, reflection and qualified challenge.
The sparring can move across business, strategy, organization, leadership, people, governance and major decisions.
The value is not primarily additional capacity, but access to:
Experience – perspective – qualified challenge – sound judgment – confidentiality.
The goal is better decisions through confidential sparring, perspective and qualified challenge.
Sometimes one of the three entry points is enough. Other times they are naturally connected. The starting point is always the specific situation at hand.