Every project looks different, each is managed in accordance with specific needs and requirements, but in general one can say that a ‘standard’ strategic process takes several months. During this time, a concerted effort is made to learn, collect data, get acquainted with the organization and its ‘relevant environment’; to analyze and characterize the actual picture, the comprehensive situation and the anticipated trends of change; as well as formalization of the analytic framework that will be central to the process of decision making.

Our team leads the entire process, but it certainly does not do it alone. The learning process is based largely on the knowledge and insights of the organization, knowledge which we help to ‘extract’ through meetings with people in the organization as well as by studying and analyzing internal reports and other material. In addition, the learning process often includes discussions with additional related sources: clients, suppliers, competitors, analysts etc. When needed, we include industry experts in the process, to more profoundly grasp the ‘professional' viewpoint.

And above all, the Strategic Process is first and foremost a mutual working process. We attempt to preserve the client’s highest level of involvement: constant communication and updates regarding progress, a number of steering meetings throughout the project, during which we present the ‘emerging picture’ and the directions indicated, so as to maintain extensive dialogue, feedback and guidelines.

In this manner, a mutually established result gradually takes place. A result, which the organization and its executives have become familiar with, accept and understand, so it can become 'theirs', allowing them to swiftly and effectively move on to the implementation phase.

Many processes come to an end at the point where strategy has been defined, an operative work plan has been devised, and the client knows exactly how to proceed, knowing what monitoring and follow up mechanisms are in place that he can utilize.

In many other cases, we are asked to expand the boundaries and establish an engagement based on ongoing accompaniment and assistance over time.

Ongoing support can take on many forms: often it continues the ‘Strategic Process’ and is intended to follow up on implementation. In other cases, it may be personal assistance to the CEO or other executives consulting on a number of issues, internal processes etc. Sometimes, the consultant regularly attends management meetings or those of the Board of Directors.                                                      

Long term relationships, personal trust and profound acquaintance, have great added value. When these exist between 'the consultant' and 'the organization', it is not surprising that they wish to establish this model of working as a continuous effort.

At Mivra, we are pleased to have the opportunity to carry on together over time, and are open to consider together, the best way to do so.

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