Here's how you can grasp your company's strategic direction and goals.

To grasp your company's strategic direction and goals: - Seek official documents - Take insights from the leadership - Talk to colleagues from different departments to understand how their work aligns with the company's strategic objectives - Focus on the performance metrics - Seek clarity from multiple sources - Reflect on how your role and responsibilities contribute to the company's goal Hope this helps

The first step is to *really* understand the vision. To the level that you can 'teach' others, not just parrot back the corporate deck. To do this you need to understand the WHY behind it, what the real objective is. It matters. Then the WHAT - a clear, and tangible picture of what good looks like, avoiding subjective words like 'grow, better), and what bad looks like. Then, the HOW, although personally I would seek the empowerment to choose the HOW to achieve the WHAT. Do not be surprised if your leaders cannot clearly explain the WHY and the WHAT. They are biased to leap to action (the HOW) and probably did not ask. Work through that discomfort ...

Grasping Your Company's Strategic Direction and Goals: 1. Study the mission: Understand the core values and purpose that drive the company. 🎯 #MissionDriven 2. Analyze the vision: Look at the long-term goals and what the company aims to achieve. 🔭 #VisionaryThinking 3. Review the business plan: Familiarize yourself with the strategies set to reach these goals. 📈 #StrategicPlanning 4. Engage with leadership: Ask questions and seek clarity on strategic priorities. 🗣️ #LeadershipEngagement 5. Align your role: Ensure your work contributes directly to these strategic objectives. ⚙️ #GoalAlignment The key is to actively engage with your company's strategic framework and align your efforts to contribute to its success. 🚀 #StrategicAlignment

La vision est l’ambition, le but ultime de l'organisation. C’est ce qu'elle veut devenir. Elle définit où l'organisation veut aller, ses aspirations concurrentielles et/ou sociétales. Il existe donc plusieurs types de visions (qui peuvent être combinés) : 1. La vision concurrentielle: elle s’attache à définir les ambitions de l’organisation en terme d'acquisition, création ou optimisation d’avantages concurrentiels et/ou d’affirmation d’une position au sein d’un marché défini 2. La vision à impact: L’ambition ultime de l'organisation est alors de contribuer à l'intérêt général en générant un impact sociétal positif, tout en étant profitable. => assurez vous donc que votre vision intègre ces éléments. Si ce n'est pas le cas, challengez-là !

Alignment to the company's mission should be reviewed periodically, for example, a biennial or quarterly team review to assess your target versus achievement and level of alignment with the company's goals and overall mission. It is also the role of the leader to regularly clarify the organization's strategy as it evolves so the team can pivot when required to focus on what is most important.

Je vous recommande chaudement de définir votre mission avant votre vision. Il est en effet plus facile de savoir ce qu'on veut devenir (=la vision) une fois qu'on connait qui on est (=la mission) !

It can sometimes be difficult to identify how your individual efforts contribute to the advancement of the company's mission. In order to understand this better, start at the team level. Your work should align with your team's stated mission which should directly tie back to the department mission, and in turn, the overall company mission. If your team's mission hasn't been clearly articulated, suggest a workshopping session to flush that out and ensure all members of the team are in agreement. At each level, it should be clear how each successive mission supports the overarching Company mission. If you're unable to make these connections after concerted effort and probing conversations, there may be misalignment that needs to be addressed.

Pour définir ces objectifs stratégique, je vous recommande d'utiliser une MATRICE SWOT en: 1. Examinant vos principales forces et faiblesses en termes de ressources et de compétences sur les leviers suivants: - Technologique - Organisationnel - Réputation - Capacité physique - Humain - Economique 2. Analysant si vos forces sont vraiment des avantages compétitifs avec l'outil VRIO 3. Evaluant les principales menaces et opportunités aux niveaux suivants : - Politique - Economique - Socioculturel - Technologique - Environnemental - Juridique - Fournisseurs - Entrants potentiels - Substituts - Concurrents directs - Acheteurs Une fois votre SWOT rédigée, je vous conseille enfin d'utiliser la matrice TOWS pour définir vos stratégies.

Pour communiquer la stratégie, je vous recommande de bien réfléchir aux éléments suivants: - Le "pourquoi" = le contexte de la communication - Le "quoi" = le sujet de la communication - Le comment = le ton et la forme de la communication - Le "où" = le média de la communication - Le "quand" = le timing de la communication - le mode de feed-back que vous souhaitez mettre en place pendant ou après la communication Je vous recommande également d'accompagner votre communication sur la stratégie d'une explication sur les systèmes d'exécution de la stratégie (ou systèmes de management de la performance) que vous voulez mettre en place, afin de rassurer votre audience sur le fait que la stratégie sera véritablement exécutée.

Asking questions and offering insights, particularly those that challenge the existing strategic plans, can be daunting. It might feel safer to conform and support without critique, but voicing unique perspectives or concerns is where true strategic value lies. This practice not only demonstrates the ability to think independently but also the commitment to the company’s success.

I love a day-in-the-life-of. A descriptive picture of the future, what good looks like and what bad looks like. Tell a story and bring it to life with your senses. Be authentic.

Do the hard work at the beginning, collect and analyze data about market trends and what is happening in your industry. These are what a strategic planner must do, and what bring you to the table of strategic discussion. Begin with small activities and show your boss you are aligning those analytics to how you solve your problems. By doing this consitently, you will be involved in the boards table ondeday.

To understand your company's strategic direction and goals, start by diving into materials like annual reports, company presentations, and strategic plans. Attend meetings, ask questions, and seek clarity from leaders to get a feel for where the company is heading. Make sure your team's objectives align with the broader company goals, and regularly gather feedback from colleagues and supervisors to stay on track and adjust as necessary.