Our proces leads to better results.

The key to our consulting services is our ability to integrate our know-how in functional areas with our deep industry knowledge.

Strategy is all About Implementation. Strategic outcomes are most predictable and effective when companies develop a portfolio of initiatives that are aligned with core competencies and aligned activities enable the company to offer a superior value proposition. Find out more about our Services. Or contact us for a proposal on how we can help for company. Learn more about our Strategic Planning Processes.

Service offering      Corporate Strategy      Business Unit Strategy      Growth Strategy   Client successes   Latest Thinking           Executive insight

Specific deliverables

The Arcus strategy map framework allows companies to identify and link together the critical internal processes, human, information, and organization capital that deliver the value proposition differently or better. Thus, the process of creating a strategy map and Balanced Scorecard translates the formulated strategy into specific objectives, measures, targets, and initiatives in inter-related perspectives.

Balanced Score Card
	Strategy is all About Implementation: The Arcus approach is all about Implementation. A Balanced Scorecard can only have value if it is linked to the organizations Strategic Direction. Read more

STRATEGIC PLANNING PROCESSES

Balanced Score Card

Strategy is all About Implementation. The Arcus approach is all about Implementation. A Balanced Scorecard can only have value if it is linked to the organizations Strategic Direction. Read more

Below are some of the models we use on corporate, business unit and growth strategies.

Model One - “Basic” Strategic Planning

This very basic process is typically followed by organizations that are extremely small, busy, and have not done much strategic planning before. The process might be implemented in year one of the nonprofit to get a sense of how planning is conducted, and then embellished in later years with more planning phases and activities. Planning is usually carried out by top-level  management. Read more

Model Two - Issue-Based (or Goal-Based) Planning
Organizations that begin with the “basic” planning approach described above, often evolve to using this more comprehensive and more effective type of planning. The following table depicts a rather straightforward view of this type of planning process. Read more

Model Three - Alignment Model
The overall purpose of the model is to ensure strong alignment among the organization’s mission and its resources to effectively operate the organization. This model is useful for organizations that need to fine-tune strategies or find out why they are not working. An organization might also choose this model if it is experiencing a large number of issues around internal efficiencies. Read more

Model Four - Scenario Planning
This approach might be used in conjunction with other models to ensure planners truly undertake strategic thinking. The model may be useful, particularly in identifying strategic issues and goals. Read more

Model Five - “Organic” (or Self-Organizing) Planning
Traditional strategic planning processes are sometimes considered “mechanistic” or “linear,” i.e., they’re rather general-to-specific or cause-and-effect in nature. For example, the processes often begin by conducting a broad assessment of the external and internal environments of the organization, conducting a strategic analysis (“SWOT” analysis), narrowing down to identifying and prioritizing issues, and then developing specific strategies to address the specific issues.
Self-organizing requires continual reference to common values, dialoguing around these values, and continued shared reflection around the systems current processes. Read more

Benefits:

Revenue

  Boost current revenue streams.

  Mine current services for new revenue opportunities.

  Develop new services with revenue-building potential.

  Cultivate new sources of revenue.

Operational Efficiencies

  Reverse losses.

  Enhance the ratio of revenue to cost.

  Reallocate resources.

  Invest in key programs and people.

  Streamline operations

Productivity

  Create volume-building programs.

  Drive up customer satisfaction.

  Secure funding for winning programs.