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Internacionalização
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Managing the Impact Equation It is not just about the old paradigm of ‘maximising pro-
t’, rather it is about balancing multiple impact catego-
All the while we are constantly referring back to our Pur- ries. Serious dilemmas will be faced.
pose and Vision to ensure that we are calibrating the pro-
posed strategy against our initial goals. We call this ‘Ma- For example, is it OK to be less sustainable when pro ts
naging e Impact Equation’, constantly checking that are declining? Should you risk nancial stability to en-
our strategy delivers the Impact that we want to deliver. sure environmental impact? Perhaps.
Managing the Impact Equation is a new skill for the 2020s that executives need to learn.

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Accelerate Phase - Building the Roadmap Develop detailed plans - costed action plans, identi ed
synergies between initiatives, and a management system
We have stated our point of view that the ultimate goal
is not about Strategy Execution; rather it is about Im- that allows us to constantly review and re ne activities
pact Realisation - realising value for all stakeholders and initiatives are all important components that need
across all impact categories, staying true to your Purpose to be considered and agreed.
& Identity and achieving your Vision. Crucially, we need to consider which management tools
we will use to guide us through the realisation phase. At
However, to realise that impact, we need to do two key
things: Stratega we recommend that clients use some form of
tool in three speci c areas:
Firstly, we need to further consider the alternatives for re-
alising impact; we need to design ‘realisation initiatives’ 1. Firstly a ‘roadmap’ whether that be a classic Trans-
i.e. joint ventures, shared services, new ventures, experi- formation Map or even a simple Gantt Chart. is
ments, out-sourcing, o balance sheet plays. And secon- graphically shows the rollout of the strategic initia-
dly we need to express them in a ‘master-plan’ that allows tives and shows linkages between them;
us to manage the implementation of those initiatives.
2. Secondly, there will be a Business Plan that summa-
We call that the ‘Value Realisation Roadmap’. rises the overall nancial forecasts;

Consider alternatives – we have de ned our Portfolio, 3. and thirdly there will be a set of scorecards that
and now we need to specify exactly how we will realise help to manage progress at an initiative level and
value especially in the 2nd and 3rd horizons. ere will also on a daily, weekly, monthly and quarterly basis.
be alternatives that need to be considered before we can
start to develop detailed implementation plans. And Our in-house approach is to develop what we call a ‘Value
the consideration of alternatives and the constant re - Realisation RoadMap’, a graphical representation of the
nement of 2nd and 3rd wave domains will be part of the key initiatives that will unite the leadership team and pro-
continuous nature of the strategy journey. vide inspiration to the whole organization.

66 Nº 155 - Abril, Maio e Junho de 2023