Situation
With over a century of experience providing comprehensive insurance solutions for the logistics industry, the SCHUNCK Group now stands at the threshold of far-reaching digital and cultural innovation. These developments and business models are central drivers of the growth ahead. At the same time, SCHUNCK faces a shortage of skilled professionals and the demands of a cultural transformation.
One of the particularly challenging aspects within the organisation was the broad range of projects and priorities. The project goal included the definition of a simple strategic framework to serve as a guiding reference for the management team and the organisation as a whole. Despite a detailed elaboration of an operational driver tree on the KPI side, the difficulty was that the strategy was not explicitly represented in the KPIs.
"scaleon inspires independent problem-solving rather than serving up ready-made solutions. Through our collaboration, we gained deep insights into our strategy and were able to resolve existing contradictions. The scaleon team brought about a remarkable transformation of our strategic mindset through an entrepreneurial, forward-looking approach and a high degree of authenticity."
— Richard Renner, CEO
Approach
scaleon worked intensively with the CEO and the entire management team over a period of six months. A critical aspect of the project was expanding the scope of requirements while reducing the workload on the management team to a minimum, particularly in the fourth quarter, when the workload in the insurance industry is considerable.
The first step was to establish a shared understanding of the goals and strategic challenges through structured interviews with the management team. This formed the basis for the objectives of a revised strategy execution approach at SCHUNCK, as well as for the fields of action and strategic goals.
In the second step, a series of intensive workshops was used to develop and refine the fields of action and goals together with the team. Particular attention was paid to the measurability of the goals and the development of the right metrics to quantify and objectify strategic progress. The relevance of the strategy drafts was continuously reviewed and iterated.
In the concluding project phase, scaleon produced a communicable version of the strategy for the upcoming leadership kick-off. A first roadmap was also developed to activate the strategy within the organisation over time through OKRs.
Results
The strategy of the SCHUNCK Group was significantly sharpened. Key elements of the strategy mechanics were defined, including four fields of action each with a specific ambition, twelve strategic goals, and sixteen core metrics. Strategic progress is now objectively measurable as a result.
In the course of the project, the management team developed a shared understanding of the strategy. Although day-to-day operational business remains predominant at SCHUNCK, the role of strategic goals was clearly defined in distinction to it.
A further outcome of the project is the adoption of a roadmap for the ongoing activation of the strategy within the organisation.
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