Customer Lifetime Value (CLV) erklärt, warum Wachstum nicht gleich Wert ist – und wie Unternehmen mit CLV nachhaltige Cashflows, geringeres Risiko und höhere Bewertungen steuern können.
Mit zunehmendem Wachstum stieß das Unternehmen an strategische und operative Grenzen: Es fehlte eine belastbare, mittelfristige Roadmap. Entscheidungen basierten oft auf Erfahrung und Instinkt. Um das nächste Level zu erreichen – Internationalisierung, Marktdurchdringung, Vorbereitung auf eine Series B – musste mehr Struktur, Fokus und Steuerbarkeit in die Organisation gebracht werden.
Produkte treffen nicht den Punkt, Kommunikation bleibt generisch, Wertversprechen wirken austauschbar. Der Value Proposition Canvas ist nicht nur ein Werkzeug zur Strukturierung – er ist ein Spiegel für strategische Klarheit und kulturelle Reife.
Eine Unternehmensstrategie zu entwickeln gilt als Königsdisziplin der Unternehmensführung. Doch zu oft bleibt sie ein Dokument für Führungsgremien – statt zur kollektiven Bewegung zu werden. Der häufigste Grund: Die Organisation wird zu spät oder gar nicht einbezogen.
Disruptive Innovationen bedrohen bestehende Geschäftsmodelle – nicht, weil sie besser sind, sondern weil sie anders denken. Sie verschieben die Spielregeln und zwingen Unternehmen zur strategischen Neupositionierung.
Die Organisationsstruktur beeinflusst direkt, ob Strategien Realität werden. Sie entscheidet über Geschwindigkeit, Klarheit, Verantwortlichkeit – und letztlich über Erfolg oder Stillstand.
Portfolio Management heißt: Unternehmensressourcen – Kapital, Kapazitäten, Aufmerksamkeit – nicht auf das lauteste Projekt, sondern auf die wirkungsvollste Initiative zu setzen. Es geht um weit mehr als um Projektlisten und Budgetabstimmungen.
In einer Zeit permanenter Transformation reicht es nicht mehr aus, Veränderungen nur zu verwalten – sie müssen strategisch im Rahmen eines professionellen Changemanagements gestaltet werden. Changemanagement bietet die methodische Grundlage, um Wandel planvoll umzusetzen.
Ein AI Enablement PMO bildet das zentrale Nervensystem für die strukturierte Einführung und Skalierung von KI im Unternehmen.
Dieses Whitepaper zeigt am Beispiel der Elia Group, wie sich der Wertbeitrag früher digitaler Innovationen transparent und nachvollziehbar bewerten lässt.
Dieser Ratgeber zeigt Ihnen, wie Sie eine erfolgreiche Datenstrategie entwickeln, die nicht nur als technisches Add-on fungiert, sondern zum strategischen Treiber Ihres Unternehmenserfolgs wird.
Die Kosteneffizienz nachhaltig zu verbessern, ohne dabei Innovationskraft und Wachstum zu gefährden, ist für Unternehmen heute von großer Bedeutung. In diesem Beitrag beleuchten wir, wie Unternehmen agil Kosten optimieren und so ihre EBIT-Marge erhöhen.
A strong corporate mission creates clarity, inspires employees, and strengthens your brand. Discover how vision, mission, and values are defined, what challenges arise, and how an authentic mission statement is successfully put into practice.
Discover how successful companies implement business transformation: strategies, best practices, and valuable insights for lasting change.
The Target Operating Model (TOM) describes the target picture of how a company should be organised and operated in order to achieve its strategic goals.
We show how an effective connection between strategy, structure, and culture helps not only to reach planned goals, but to exceed them.
Are you ready to take your innovation strategies to the next level? Our upcoming workshop "People and Strategy: Success Factors for Measurable Innovation Execution" offers you exactly the tools and insights you need.
Explore the critical strategy-performance gap in modern businesses. Learn about five key drivers affecting strategy execution, including clarity, communication, leadership, resource allocation, and performance measurement. Discover an integral approach to bridging this gap and improving organizational success.
As part of the extensive transformation at Elia, scaleon supported the development of QBR as a strategic management instrument and accompanied the roll-out across the product clusters. scaleon worked both conceptually on the design of the system and hands-on in supporting the teams in its application.
Following the definition of the strategy, scaleon developed a comprehensive OKR approach to define goals transparently and align them across the entire function. scaleon supported the company over a period of 18 months to achieve genuine embedding of OKRs in the management culture of the division.
An established financial services company needed to increase results transparency and operational speed as part of its transformation strategy. scaleon implemented Objectives and Key Results as a goal-setting system with more than 200 executives and employees across all business units.d
A fast-scaling SaaS company sought support in developing its long-term growth strategy. The scaleon team conducted a comprehensive co-creation process with the company's team to define a clear growth roadmap and a quantified business case.
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.
A growth fund wanted to evaluate opportunities and risks prior to investing in a real estate technology company. scaleon conducted a due diligence study during which all aspects of the company were examined, including market opportunities, the business model, and the scaling strategy.
ractice confirms it: OKRs are and remain a highly relevant management instrument. A study by scaleon, a strategy consultancy with many years of OKR experience, and Mooncamp, the leading strategy operating system for OKRs, shows that the large majority of decision-makers from companies with OKR experience indicate
Consultancies that respond particularly well to the needs of their customers receive this award. The best consultancies are selected based on the ratings of their customers, which are checked for objectivity by the committee.
Diesen Award erhalten Beratungen, die besonders gut auf die Bedürfnisse Ihrer Kunden eingehen. Ausgewählt werden die besten Beratungen basierend auf den Bewertungen ihrer Kunden, die durch das Gremium auf Objektivität geprüft werden.
John F. Kennedy has (not fully precise) claimed the Chinese word for “crisis” contains two characters – one for danger and one for opportunity. Albeit not fully correct, there is a lot of truth in this. There is a lot of wisdom to that but in times of crisis often myopia and fear prevail. But successful CEOs do not lose sight of the opportunities looming after the crisis.
Economy has always been a constantly changing mindset executed under a certain regulatory framework. However, over the past 20 years transformation cycles sped up tremendously. The main driver is a steady but volatile globalization process, which is increasingly based on network structures and digital connectivity.
In today's globally networked economy, companies of all sizes are increasingly required to implement agile business models in order to meet dynamic market conditions. Quarterly Business Reviews (QBRs) offer a structured method for regularly reviewing and adjusting the strategic direction of a company. In combination with Objectives and Key Results (OKRs), QBRs can bridge the gap between long-term strategy and short-term operational business by providing a clear and structured approach. This enables companies to optimise their strategy implementation and adapt quickly to change.
Both on a global scale and at regional and national level, the economic conditions in numerous industries, sectors, and markets have already changed significantly, and there is no end to these dynamic developments in sight.
The Mittelstand is the backbone of the German economy. This is a statement one hears and reads time and again from representatives of business and politics. And indeed, the current figures on economic output published by the Federal Ministry for Economic Affairs and Climate Action (BMWK) at the start of 2022 confirm this:
Are you interested in a career in strategy consulting? We can highly recommend it: a steep learning curve, a great team, valuable contacts, and above-average pay. But many applicants fail to convince top consultancies because they cannot solve the case study in the interview or communicate their results convincingly. In our Insight Event together with Axelerate Consulting, we will introduce you to a straightforward method for approaching any problem, cracking the business case, and presenting your results convincingly.
OKRs, short for “Objectives and Key Results” are a strategic management framework, used to translate an organization’s strategy into short-term, measurable goals. The core principle behind OKRs is that “goals should lead people” in contrast to “managers should lead people”.
Prof. Dr. Klaus Möller and I contributed an article to the book „Connected Business”. The book is edited by Prof. Dr. Oliver Gassmann and Fabrizio Ferrandina and addresses questions around how to create and capture business value in the networked economy.
What goals, ball exchanges, and won tackles are in football, Key Performance Indicators (KPIs) are in the business world. They indicate how the organisation is performing, reveal opportunities, and signal the need for a change of direction. Anyone who wants to use KPIs to measure progress toward corporate goals works best with a strategic KPI framework.
What makes a corporate strategy fit for the future? And which approaches to strategy development actually work in today's competitive environment? This article addresses both questions and shows how agile strategy development can be embedded continuously into day-to-day management.
Many tech companies already rely on Objectives and Key Results (OKRs), as they are versatile and can enrich the strategic management framework of an organisation. In a conversation with scaleon Founding Partner Stefan Benndorf, Mooncamp Co-Founder Daniel Breucker shares what matters when using OKRs and how important a good OKR tool is.
Most organizations possess an often-underutilized asset – a large amount of data, which they generate themselves or have access to.
The environment of most companies is becoming faster, more dynamic, and more complex. The most important areas of action for mid-sized companies are strategic
There are good reasons why successful companies around the world use OKRs. The framework originated in Silicon Valley, where tech firms like Google and Intel use it to move and adapt quickly in fast-changing markets.
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