About Strategers tools

Note

Using Strategers tools is not absolutely necessary for building organizational infrastructure, but they are recommended to achieve effectiveness in business.


An organization, no matter how perfect it is, cannot give us optimal results if it is not tailor-made for our business idea and goals. In order to achieve this, we must first clarify and articulate what our business idea is and what our goals are in the market.

Then, in accordance with them, the management team should initiate the construction of an appropriate organizational structure and establish suitable management methods. Strategers tools make it easy for us to create an organizational infrastructure and management methodology that is narrowly focused on realizing the business idea and goals.

Practically, this means that we need to create an Organizational Model for the company. This Organizational Model is the link between business ideas, goals, and the organizational infrastructure we need to build. With Strategers tools, we can gradually form an "Organizational Model." Strategers tools include:

  1. Biz Modeler,
  2. Goal Maker,
  3. Org Modeler.

Workanizers have no ambition to deal with the company's strategy. However, it is logical that we want to build an organization infrastructure that ensures the realization of our business idea and the achievement of goals in the market. That's why we need to know what we want to achieve with our organization, which business idea and goals we want to pursue.

It's similar to when we want to buy a great car. Is it a Range Rover, which is comfortable, safe, and suitable for rough terrain? Or a Porsche convertible, which is elegant, fast, and agile? Both have the same price. With the Range Rover, we can have comfort and a sense of security, and we can go to our house in the mountains or enjoy driving in the countryside off-road. But we won't be able to feel the exhilarating acceleration and graceful cornering at high speeds with the wind in our face that a Porsche can give us. And vice versa. We can buy two cars, but we can't drive them at the same time. In the company, we need to create an organization with the purpose of ensuring the realization of our business idea and the goals we have set. If we try to use it for some other business idea or goals or to create "something in between," we will be disappointed with the performance we achieve.

With the Strategers tools, we can clarify what we want to achieve and build such an organizational infrastructure. In any case, Work Organizers have a built-in self-adaptation mechanism, so we can quickly adapt the organization to changing circumstances.



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Biz Modeler

With the Biz Modeler tool, we can articulate our business idea into a successful business model that combines our products and services with selected customer segments in a unique way, giving us an advantage over our competitors in the market.

The end result of the Biz Modeler tool is to formulate a business idea into a business model according to certain rules. We get the business model through the synergy of separate business models.

The Biz Modeler tool consists of three modules:

  • Separation
  • Synergy
  • Business Model


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Goal Maker


The Goal Maker tool is used to generate clear and accurate goals that align with:

  • the company's business intentions,
  • market opportunities (customers, competition, etc.), and
  • the company's capacities.

Goals need to be set following certain rules to make it easier for management participants to accept and achieve them.



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Org Modeler


With the Org Modeler tool, we can create an Organizational Model for the company.

The Organizational model represents the basis on which we should build the organizational infrastructure. It ensures that the organizational infrastructure and management are in accordance with our Business Model and the goals we have previously set.



Note

Using Strategers tools is not absolutely necessary for building organizational infrastructure, but they are recommended to achieve effectiveness in business.

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