Here is how we've evolved:

1. ONE GRAND STRATEGY

Managing five strategies across companies with over 120 people proved excessive. This year, we've opted for a centralized approach, adopting one grand strategy to leverage our synergies better.

2. IMPROVING THE BOTTOM-UP APPROACH:

We continuously gather feedback from clients and employees, which has been the cornerstone of our strategies. This year, we elevated our approach with a series of workshops in Croatia and Poland.

3. ADDING A TOP-DOWN LAYER:

With 35-160% revenue growth in the year of turmoil, our success in organic growth is evident. But it's made us a bit narrow-minded. While each company kept improving its usual methods, the top leaders hunted for big-picture moves. The aim was to redefine our business model as a holding.

4. EVOLUTION OF BALANCED SCORECARD

In the past years, we have based our strategy on the detailed, balanced scorecard. They were filled with detailed projects, owners, and KPIs. This year, we have connected the specific perspectives in stronger cause-effect relationships and focused only on projects of the highest leverage. This way, we left space for new initiatives if they fit the big picture.

As a result, we have split our 22 (sic!) key projects into:

A. Strongholds, a single-company projects, sealing our organic growth, where we work in silos.

B. Bridges, a cross-company projects, aimed at improving our business model and scalability.

In essence, from our strongholds, we build new bridges toward a global tech holding future.

I genuinely believe this is the best strategy we've ever developed—an optimal balance of "what?", "how?" and "why?".

What about you and your team? Are you prepared and excited for 2024?