Structure and method are both necessary to define a problem or opportunity clearly and logically, but also to serve as a foundation for a solution strategy. This systematic dimension of our approach works as follows: After we have defined the issue or opportunity clearly with you, we confirm its scope in terms of the primary focus areas. The definition of the solution is then further refined in terms of the key organizational improvement levers and strategic drivers for the targeted results.

Some examples:

Issue or Opportunity
Integrate IT of acquired company



Reorganize service desk and offshore application support

Roll out ERP system to other regions
  Focus areas
Technology & architecture
Data & intelligence



Process & interfaces
People & organization


Process & interfaces
People & organization Technology & architecture
Data & intelligence
  Improvement levers
Control execution
Contain complexity



Preserve coherence
Control execution


Preserve coherence
Control execution
Contain complexity
  Strategic drivers
Reduce or maintain costs
Effectiveness (outcomes)

Raise quality
Reduce or maintain costs

Effectiveness (outcomes)
Efficiency (output)
Raise quality


As each organization's circumstances are unique, however, customization is and remains essential. To put it in terms of mathematical logic, although structure and method are necessary criteria, they are not sufficient.

Whether you are an executive of long standing within the organization or a hired hand, to really gain control of your project's destiny you also have to build an understanding of the most important external (competition, technology, regulatory environment) and internal (organizational, cultural) factors at play, as well as the key drivers and motivations of the persons sponsoring or associated with the project or change. These factors, drivers and motivations are rarely all stated explicitly but have to be looked for through an active process. Only then can the approach be tailored properly to suit not only the stated goal, but also the circumstances.