The quality management department of a company in the automotive sector realized the necessity of positioning themselves clearly. The department had undergone several far-reaching restructuring measures that had led to confusion among the department staff. The strategic positioning should logically lead to concrete development measures and tasks. The department management wants to employ a top-down process which integrates the staff as early as possible. The process should create an awareness of the new strategic position, promote identification with the position, and produce the momentum required for necessary changes.
We prepared a top-down concept for the realization of this goal: In a 2-day, closed session meeting facilitated by horsthaller Consulting, the department management developed concrete vision and mission statements and determined the strategic framework for the Quality Management department, utilizing the recommended strategy development tools. Using a world café concept we facilitated a large group workshop in which the management's plan was presented to the entire department. The discussion of this plan led to the proposal of concrete action steps.
Eight work days were required for the execution of the overall project. Following completion the department pressed ahead to further develop the results, using these as the basis for all future strategic advances. Our concept provided the basis for constructive and crucial discussions as well as for strong consensus.