Booster Organization and Strategy
New products, digital transformation, cost and time pressures, technical debt, a shortage of skilled workers, shifting values: Many factors come into play simultaneously within organizations and IT contexts. This often results in interdependencies, silo mentality, inefficient communication, and frustration—and ultimately, declining productivity and innovation. This is exactly where our Organization and Strategy Booster comes in.
We support you in the following areas
- Vision/Goals: You need a shared vision and clear guidelines so that teams are working toward the same goals.
- Strategic Priorities: A strategy is in place—but priorities, responsibilities, and decision-making processes are inconsistent.
- Communication and Collaboration: Coordination takes a lot of time because communication and interfaces aren’t clearly defined.
- Key Metrics and Management Logic: You want to better track progress and impact, but key metrics are missing or aren’t interoperable.
The Phases of the Booster
1. Kickoff WorkshopObjective, Scope, Stakeholders
Together, we’ll determine: What do you want to achieve? And how can we tailor the sprint to ensure it’s effective (goals, scope, stakeholders, approach).
Output: a shared vision for the sprint, focus of the investigation, and a plan for analysis and deadlines.
2. Analysis PhaseThe 360° View
We examine collaboration and work processes from multiple perspectives:
- Interviews with managers, stakeholders, and selected team members
- Analysis of relevant documents, processes, and tools
- Observation / shadowing: e.g., planning meetings, handoffs, “day-to-day practices” (coordinated to minimize disruptions)
Exploration approach (proven):
- Vertical: How does a team or department work? Which practices differ?
- Horizontal: How does a feature progress end-to-end through design, development, QA, production deployment, and maintenance? Where do bottlenecks occur—and why?
3. Evaluation & PrioritizationAreas of Action, Correlations, Measures
We examine the perspectives of leadership and teams, identify correlations, and prioritize the most important areas for action. From this, we derive concrete measures.
Typical focus (often the greatest lever): Work and capacity planning.
Among other things, we examine customer value/delay costs, value streams, ticket generation, bottlenecks, throughput/dwell times, prioritization logic, and the proportion of reactive/unpredictable work.
Optional: Deriving improved team configurations based on value streams and cognitive load (Team Topologies).
4. Touchdown WorkshopResults, Roadmap, Quick Wins
We’ll present our findings and recommendations in a concise format—and work together to outline a roadmap for implementation, including quick wins.
Output: prioritized list of actions + implementation roadmap + next concrete steps.
Optional: Follow-up visit after 6 monthsReview and Readjustment
To ensure that improvements don’t “fall by the wayside,” we offer a six-month follow-up: a joint review and discussion of lessons learned—including adjustments to the next steps in the development process.
Our principle: “guided evolution” instead of turning the organization upside down
Just as in seafaring, setting a new course takes time. Currents can change the direction, and obstacles may require a course correction. Change therefore requires a balance: ensuring productivity in day-to-day operations while simultaneously enabling strategic development (reducing dependencies, automating/digitizing processes, and accounting for the “New Work” framework).
We work iteratively and incrementally: We design, evaluate, and implement solutions together—new insights are continuously incorporated into our prioritization.
Are you looking for clarity and direction—without rushing into action?
Get in touch with us!
