Transformation is on everyone’s lips
New structures, processes, and systems are supposed to make organizations faster, more agile, and more efficient. Often, an interim CTO or CRO is brought in to drive this change. But the real lever is not technology, nor structure. It is strategy. Those who want to truly shape transformation must regularly assess whether their strategic direction is still the right one.
Why Every Transformation Starts with a Strategy Review
In practice, many companies launch transformation programs without critically examining their strategic position. They work on symptoms—processes, structures, tools—while the key question remains unanswered: Where do we actually want to go?
A strategy review brings that clarity. It analyzes the business model, market position, and competitive factors. It reveals which business areas are growing, which are stagnating, and which should be left behind. Only once the target picture is clear can transformation have a real impact.
From Analysis to Decision
A structured strategy process follows a clear logic:
- Business model analysis: How does the company make money today—and how will it tomorrow?
- Value chain and market environment: Which parts create differentiation, and which are interchangeable?
- Strategic business fields: Where are the opportunities and where are the risks?
- SWOT analysis and prioritization: Which areas are truly decisive for the future?
This process does not end with a theoretical paper but results in real decisions. Companies recognize where to focus, consolidate, or expand. Or, as one participant of Andreas Lau’s workshop “Strategic Transformation – From Crisis Manager to Shaper” at the AIMP Annual Forum 2025 put it:
For the first time, we saw where we actually make money—and where we don’t
Transformation Without Strategy Is Just Activity
In many transformation projects, this step is missing. Companies restructure, digitize, or reorganize without revisiting their strategic direction. The result may be short-term gains, but long-term impact remains limited.
Strategic transformation means realigning the organization from within. The principle applies: Process follows strategy, structure follows process.
Only when the strategy is clear can processes and structures be designed to match.
Everything else is patchwork.
Culture, Leadership, and Execution: The Underestimated Success Factors
A strategy is only as good as its execution. In practice, many transformations fail not due to poor analysis but because of culture, communication, and leadership behavior.
Those who want to take new paths must bring the culture along. This includes addressing values, decision-making patterns, and responsibilities openly. Leaders must provide orientation and consistently model what the new strategy means.
Or, to put it succinctly: Visions without action are hallucinations.
Continuity Instead of a 5-Year Plan
Another success factor is moving away from rigid strategy cycles. In times of multiple crises and constant change, annual or even continuous strategy reviews are the better way forward. They enable organizations to identify opportunities and risks early and adjust course accordingly.
Strategy work thus becomes part of everyday business, not a project restarted every few years.
Conclusion: Those Who Don’t Transform Will Be Restructured
Transformation is not an end in itself. It is an ongoing process that only works when strategy, culture, and execution align. Regular strategy reviews are not a luxury but a necessity for survival.
Or, simply put: Those who don’t transform will be restructured. And those who actively review their strategy remain capable of action—even in times of permanent change.
Best regards
HANSE Interim Management
Andreas Lau
PS: For those who are curious: In November, Andreas Lau will host a workshop at the DDIM Congress. The focus will be on jointly developing ideas and approaches for strategy review in transformation. The session is interactive, practical, and designed for open exchange among participants.
