Strategic plan for an agribusiness company
The second-generation family business needed a clear 3–5 year plan, but lacked clarity about its real strengths, its most urgent risks, and where to focus in order to grow with control.
We facilitated a participatory strategy process with the board and the management team, resulting in a roadmap with clear OKRs per area.
Vision and diagnostic workshops, market analysis, definition of strategic initiatives, OKRs, and a quarterly tracking system.
The generational transition in a family business is a delicate moment: the founder has a clear vision built over decades of experience, while the second generation brings new perspectives and pressure to modernize. Our job was to facilitate that dialogue and turn it into a concrete plan.
Over six weeks of work, we facilitated four workshops with the board and the management team. Each session had a clear purpose: diagnosis of the current business, market and competitive analysis, definition of strategic bets, and finally the construction of the roadmap with OKRs per area.
The result was a three-year strategic plan with prioritized initiatives, defined owners, and a quarterly review system the company implemented on its own. Six months after the process, the board reported more focused meetings and less dispersion in resource allocation.
