Virtual strategy development in Alfa Laval

Abstract

Purpose

This case study describes how Alfa Laval instigated and deployed virtual working to develop the response to a major strategic initiative.

Design/methodology/approach

The challenge was to engage the top 30 managing directors located in countries across the globe in a six‐month project timeframe.

Findings

The solution was to engage Ashridge Business School and specifically its expertise in working virtually and in developing strategy processes.

Originality/value

The main thrust of the paper is to describe the important design parameters that ensure successful virtual strategy development as well as some of the tangible benefits this approach has compared with traditional strategy development processes.

Citation

Malmgren, M.E. and Caulat, G. (2009), "Virtual strategy development in Alfa Laval", Strategic Direction, Vol. 25 No. 11, pp. 14-20. https://doi.org/10.1108/02580540910999694