Case
We structured the strategic planning cycle of a leading pulp and paper company
Context
A leading pulp and paper company sought support in executing its annual strategic planning cycle, in a forest sector exposed to macroeconomic trends and fluctuations in international markets.
Approach
- Identification of macroeconomic trends with impact on the business;
- Mapping of the forestry sector value chain and assessment of its market attractiveness;
- Evaluation of the company's core competencies;
- Stakeholder map design;
- Definition of the strategic affinity matrix;
- Scenario Planning;
- Strategy definition using the Strategic Puzzle;
- Formalization of the action plan.
Results
- Fundamental strategic axes defined: arena, value proposition, business system, and strategic goals;
- Strategic decisions integrated across different areas through vision-sharing events and joint executive team working seminars;
- Strategic design more resilient to the international economic crisis.