1. Situation

The strategy department of a leading automotive company was responsible for strategy formulation and selected high-priority assignments for the CEO, including strategic partnerships. Its Head of Strategy believed the function could create greater value for the company, but needed a clearer mandate and stronger role in the way strategic decisions were prepared, coordinated and reviewed.

2. Approach

We assessed the function’s existing mandate and capabilities across the main responsibilities of a corporate strategy team. This revealed activities that were not owned by business units or other central functions, and where a stronger corporate role could improve the quality and coherence of strategic work.

The mandate was redesigned around orchestration of the strategic planning process. A revised planning architecture connected long-term direction with shorter planning horizons, integrated business units and functions, and established the milestones through which strategic questions would move during the year.

The work also strengthened governance of strategic initiatives and introduced foresight into the planning cycle. Senior sparring helped the Head of Strategy articulate the case for change, resolve stakeholder concerns and build support for the new mandate among C-suite leaders.

3. Result

The strategy function was established as the central orchestrator of the company’s planning cycle. The case for change provided a common reference for C-suite discussions and helped secure support for the revised mandate. The new model connected strategic foresight, annual planning and initiative governance in a more coherent management system.