The Problem: With the launch of the refreshed IATF standard back in 2016 complete, IATF decided to develop a new vision, mission and strategy to forge the future direction of the IATF and propel the standard to even greater global success.

The Problem: The business has grown ‘organically’ based on a low cost, copy to print model. Over time the company has expanded factory by factory as it has won a number of specific customer projects.

The Problem: Vision and mission statements on display and in the quality manual but confused understanding of what these really meant and little or no evidence of these driving company actions, decision or performance either short or long-term.

The Problem: This low margin commodity-based business was seeking to increase profits and differentiate themselves in a crowded market place.

The Problem: With heavy reliance on revenues from just two key customers both with limited growth potential, and future opportunities thin on the ground, the company had become trapped. The leadership team were technically strong but their individual perspectives on the business were misaligned and some thought strategy development would be a waste of time.

The Problem: Successful organic growth had led to a complex product, service and market structure. The company had outgrown its original vision and strategy and was faced with a confusing range of opportunities and choices with no clear or obvious route forwards.