Post By: Panu Kause

Panu Kause

is the founder and CEO at FIBRES. Before founding FIBRES, he held several management positions and ran his own foresight and strategy focused consultancy.

Transformation and strategy work (part III): How to face a market saturation

Mar 7, 2017

A few topics reoccur with companies facing a strategic change. Based on those, I will look into three different transformation cases in these blogs. I will reflect them against to their specific market position and potential external change factors. All of these have the same key needs for strategy and transformation talk:

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Transformation and strategy work (part II): Radical business environment change

Jan 17, 2017

The years working with different organizations and cases have shown that there are several topics recurring in strategic discourse in companies that are facing strategic change. In these blog posts, I will look into three different transformation cases, in relation to their specific market position and external change factors.

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Transformation and strategy work (part I): How we see It

Dec 8, 2016

During the last 15 years of acting in multiple positions in various organizations and seeing the many ways strategy work, strategic planning and strategy execution are done, few topics keep reoccurring in strategy talk. In the following series of four blog posts, I am sharing three typical stories from organizations’ point of view. The stories shared are based on real life and experience, but none represent a single case as such.

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Living with a strategy – Now the strategy is set and then... We carry on as always?

May 20, 2016

Living with a strategy sounds easier than it perhaps is. After the strategic targets are set, they need to be communicated extensively, translated into smart milestones and goals, and committed to by the entire organization.

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So (you and) your people don't understand your strategy?

Apr 20, 2016

Oh boy. A new study by Maarika Maury in Finland highlights that only 13% of top management, 8% of middle management, and a sad 2% of other employees are able to articulate the strategy of the company as it stands. 

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Five uses of market foresight

Feb 26, 2016

>Market foresight is one of the key factors in crafting any organization’s strategy. Naturally, different organizations have different needs when it comes to strategy but the essence of any strategy needs to be about building the future of the company. Thus, strategic planning should always include consideration of possible and probable futures in the organization’s relevant business environment.

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Four ground rules of foresight work

Feb 12, 2016

If we lived in a society that had no one looking ahead of the present, we would soon get stuck in an everlasting loop of stagnation. Fortunately, we live in a society quite the opposite: a plethora of people, businesses, communities, and every other actor imaginable are rigorously working to make their dent in the universe, thus forever disabling the status quo.

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