A shared direction
Define the future position of the business, choose strategic priorities and build them into a business plan. Make the goal, its purpose and the focus of effort clear.
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CASE FILE 05 · RENAULT
Shared strategy. A team that delivers.
Strategic direction, business planning and team development: connecting the future of the business with trust, collaboration and responsibility for execution.
Strategya clear direction
Trustteam collaboration
Executionownership and follow-through
01 / Business challenge
A strategy needs people who understand it and can put it to work. With Renault and businesses in its network, we connected two questions: where should the business go, and how do we need to work together to get there? Alongside business priorities, we focused on trust, open conversations and coordination across functions.
02 / Design and delivery
The work combined strategy workshops, business planning and team development. We explored the starting point, development opportunities and priorities, then connected them to practical steps. Team-building activities and collaboration workshops created space for different perspectives, trust and discussion about how people work together. Business direction and working relationships became part of the same conversation.
03 / Development priorities
Trust and collaboration
Use team activities, open conversations and reflection to understand different perspectives. Agree how people share information and support each other’s work.
From strategy to execution
Turn priorities into actions, responsibilities and a timeline. Build progress reviews into the work of leaders and teams so the plan stays useful after the workshop.
DEVELOPMENT IN PRACTICE
04 / A practical framework for execution.
Strategy and implementation plans connected the business direction with goals, initiatives and responsibilities. Team development addressed the relationships and working practices needed to support delivery. The focus was on helping people understand both the shared goal and their own contribution.
We connected the work to regular priority reviews, coordination across functions and follow-through on agreements. Building trust and collaboration was treated as part of the leader’s responsibility for putting strategy into practice.
Case background and data scope
This case brings together strategy planning and team development from different parts of the work with Renault and businesses in its network. The plans describe development goals and actions; they do not measure achieved business impact.
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