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Drawing on the diagnosis, we define the opportunities for growth and improved performance. We verify owners’ objectives, the competitive position and the potential of individual business lines, markets and collaboration models.

We develop strategic options and assess their viability, risk and feasibility. We prepare scenarios, financial simulations and business cases. We identify the resources required, the dependencies and the consequences of each decision.

Together with owners, the management board and investors, we choose the course of action. We set priorities, objectives and success criteria, defining which initiatives to develop, which to scale back and which to drop.

A strategy can address the whole company or a specific objective — expansion, profitability improvement, development of the offer or a change of business model.

We design the solutions needed to deliver the chosen strategy. We define the structure of the business, processes, roles, competencies and management principles, and how they depend on one another.

We develop sales and partner collaboration models, operating standards and requirements for tools and systems. We set the division of responsibilities, decision-making authority and the way results are measured.

We verify that the proposed solutions are consistent with business objectives and with the organisation’s capabilities. We take into account their economics, scalability and implementation requirements.

Design can cover the whole organisation, a selected collaboration model, a function or a process.

We translate the designed solutions into a delivery plan. We define the scope of initiatives, the sequence of actions, the schedule, the budget and the dependencies between tasks.

We assign responsibility for implementation and set rules for decision-making, reporting and escalating problems. We assemble the team and engage the specialists and partners the project requires.

We assess the organisation’s readiness: the availability of resources, competencies, data and tools. We prepare communication, capability development and a plan for moving to the new way of working. Where needed, we define a pilot and the conditions for starting implementation.

Preparation takes into account the scale of the project and the need to maintain continuity of day-to-day operations.

We lead implementation in line with the agreed priorities and plan. We coordinate the work of teams, specialists and partners, managing deadlines, budget and the dependencies between initiatives.

We launch new processes, structures and collaboration models. We oversee pilots, resolve implementation problems and verify that the solutions work before extending their scope.

We monitor progress, risks and the impact of implementation on day-to-day operations. We make corrections, and agree with those responsible for the project any decisions that require a change of scope or priorities.

We define the scope of HEFT7’s responsibility within each project — from leading a selected implementation to managing a transformation programme or taking on an interim role.

We compare the results achieved with the starting point, the objectives and the assumptions of the business case. We assess the impact of implementation on profitability, sales, liquidity, process efficiency and organisational performance — as appropriate to the scope of the project.

We verify data quality and the comparability of indicators. We analyse deviations and distinguish the effects of implementation from the influence of market conditions, seasonality and other factors.

We also check how the new solutions are used, compliance with standards and whether accountabilities are being met. We identify corrective actions and opportunities for further improvement.

We measure from the start of implementation. This stage consolidates the assessment of results and forms the basis for decisions on further action.

We embed the implemented solutions in the company’s processes, standards and management system. We verify that responsibility has been taken over by the appropriate functions and that the organisation has the competencies and tools to sustain results.

We organise documentation, transfer knowledge and set rules for ongoing oversight. We build indicators and performance reviews into the regular management cycle.

We monitor how the model performs after implementation, identify recurring problems and agree actions to prevent results from being lost. We define the conditions for concluding project support and for further improvement.

Stabilisation covers the handover of responsibility for the entire implemented model or for a selected area of the business.