Reassessing the strategy with the value chain as a compass
Strategy and value chain
The client offers mobility solutions through different brands to employers and employees in various European countries.
The question
The organization approached TOSCA for a workshop to recalibrate its current sustainability strategy. We did this through a session with the international sustainability core team, which provided an opportunity to reflect on the current course and to formulate new strategic priorities.
The approach
Prior to the workshop, we worked with the client to outline their value chain, laying the foundation for our discussions during the workshop. The value chain covers the entire chain:
- Suppliers of mobility solutions and components (upstream)
- Own brands and lease constructions in the sector (own operation)
- Employers and end-users in various European countries (downstream)
This overview served as the starting point for the workshop, during which we mapped the impacts, risks and opportunities across the value chain. This gave everyone a clear picture of the most important ESG themes per part of the value chain. At the end of the session, we prioritized these themes and determined a joint ambition with four strategic pillars.
The result
By the end, the organization had established a shared strategic starting point:
- A visual value chain highlighting the key impact, risk and opportunity themes
- A shortlist of strategic priorities that need to be translated into goals and policies
- A vision with four new strategic pillars
This provides guidance for making targeted decisions in the future that align with the position, ambition and social role of the organization.
The challenge
The biggest challenge was the limited time and international complexity. Determining a joint strategic direction in a four-hour workshop required making choices in what we would and would not address. In addition, we worked with an international team, in which each country has its own mobility culture, legislation and market maturity. Aligning international impacts, risks and opportunities is therefore not straightforward. By discussing these differences first, we were able to arrive at supported strategic choices together.
The role of TOSCA
TOSCA facilitated the process from preparation to session facilitation. Our role was to provide structure, pace and substantive frameworks so that the team could collectively gather insights and make choices together in four hours. In doing so, we used the lens of the value chain and prioritization of the most important environmental, social and governance themes.
