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CALL To Strategy
To Know
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Our strategy
Understanding Celfocus' Strategy
CALL To Strategy
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Feb 2023
How to become a European multi-industry IT Services company in the Analytics and Cognitive space by aligning all offers around extracting value from data?
Making our strategy clear to everyone is a straightforward way to understand what our company wants for itself, its people and its customers. It seems obvious, and we all agree with this principle.
It is challenging to define unequivocally the strategy where each team and person can understand their role.
One of the most effective ways to understand strategy is when a new approach significantly dismantles the status quo. In a company like ours, operating in a highly dynamic industry with a lot of demand, sometimes it gets too used to adapting to the context, making it less apparent when the necessary change is a transformation.
Celfocus debated and revised its strategy. And this change is not an adaptation to a specific context. It's not a tactical move. It is a transformation that has to do with clear choices, what to do (and what not to do) so that we can be what we decided and managed to be. A strategy serves to gain a position and overcome challenges through concrete, measurable and objective movements.
As inspiring as it must be, strategy statements require objectivity and truth. Our people perceive this clarity when the initiatives contributing to the plan are valued and rewarded with results. And above all, because our customers recognise the value and are willing to pay fair value for it. Ultimately, a good strategy serves to create value for all.
Celfocus realised that great new opportunities are emerging in the world of technology, and a company of our size needs focus and specialisation to seize this opportunity. We need to focus on specific customers, prospects, and domains in particular technologies and solutions for which we have the right to play. It requires excellence in engaging people's talent to achieve these goals in a new organisation.
This new organisation leverages highly skilled teams by focusing on people development and promoting tech and practical learning through collaboration. It enhances Celfocus's competitiveness, specialisation and differentiation, driving the change to create a capture of value according to our strategy: become a European multi-industry IT Services company in the Analytics and Cognitive space by aligning all Celfocus offers around extracting value from data.
How to become a European multi-industry IT Services company in the Analytics and Cognitive space by aligning all offers around extracting value from data?
Making our strategy clear to everyone is a straightforward way to understand what our company wants for itself, its people and its customers. It seems obvious, and we all agree with this principle.
It is challenging to define unequivocally the strategy where each team and person can understand their role.
One of the most effective ways to understand strategy is when a new approach significantly dismantles the status quo. In a company like ours, operating in a highly dynamic industry with a lot of demand, sometimes it gets too used to adapting to the context, making it less apparent when the necessary change is a transformation.
Celfocus debated and revised its strategy. And this change is not an adaptation to a specific context. It's not a tactical move. It is a transformation that has to do with clear choices, what to do (and what not to do) so that we can be what we decided and managed to be. A strategy serves to gain a position and overcome challenges through concrete, measurable and objective movements.
As inspiring as it must be, strategy statements require objectivity and truth. Our people perceive this clarity when the initiatives contributing to the plan are valued and rewarded with results. And above all, because our customers recognise the value and are willing to pay fair value for it. Ultimately, a good strategy serves to create value for all.
Celfocus realised that great new opportunities are emerging in the world of technology, and a company of our size needs focus and specialisation to seize this opportunity. We need to focus on specific customers, prospects, and domains in particular technologies and solutions for which we have the right to play. It requires excellence in engaging people's talent to achieve these goals in a new organisation.
This new organisation leverages highly skilled teams by focusing on people development and promoting tech and practical learning through collaboration. It enhances Celfocus's competitiveness, specialisation and differentiation, driving the change to create a capture of value according to our strategy: become a European multi-industry IT Services company in the Analytics and Cognitive space by aligning all Celfocus offers around extracting value from data.
How to become a European multi-industry IT Services company in the Analytics and Cognitive space by aligning all offers around extracting value from data?
Making our strategy clear to everyone is a straightforward way to understand what our company wants for itself, its people and its customers. It seems obvious, and we all agree with this principle.
It is challenging to define unequivocally the strategy where each team and person can understand their role.
One of the most effective ways to understand strategy is when a new approach significantly dismantles the status quo. In a company like ours, operating in a highly dynamic industry with a lot of demand, sometimes it gets too used to adapting to the context, making it less apparent when the necessary change is a transformation.
Celfocus debated and revised its strategy. And this change is not an adaptation to a specific context. It's not a tactical move. It is a transformation that has to do with clear choices, what to do (and what not to do) so that we can be what we decided and managed to be. A strategy serves to gain a position and overcome challenges through concrete, measurable and objective movements.
As inspiring as it must be, strategy statements require objectivity and truth. Our people perceive this clarity when the initiatives contributing to the plan are valued and rewarded with results. And above all, because our customers recognise the value and are willing to pay fair value for it. Ultimately, a good strategy serves to create value for all.
Celfocus realised that great new opportunities are emerging in the world of technology, and a company of our size needs focus and specialisation to seize this opportunity. We need to focus on specific customers, prospects, and domains in particular technologies and solutions for which we have the right to play. It requires excellence in engaging people's talent to achieve these goals in a new organisation.
This new organisation leverages highly skilled teams by focusing on people development and promoting tech and practical learning through collaboration. It enhances Celfocus's competitiveness, specialisation and differentiation, driving the change to create a capture of value according to our strategy: become a European multi-industry IT Services company in the Analytics and Cognitive space by aligning all Celfocus offers around extracting value from data.
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