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Compass and Compass
Direction and pace for strategic management


Strategy in Practice
Direction and rhythm for strategic management


Build the clear direction for the company's growth, develop skills in the organization to think strategically with dynamism and flexibility, create and manage the strategy on an ongoing basis  with management processes

What pains does strategic management mitigate


  • Loose rudder: non-existent or confused strategic direction.

  • Procedural rigidity, disconnected with changes in environments, without the flexibility that current times require.

  • Conflicts in management regarding the conduct of the business and lack of synergy in management.

  • Poorly identified, poorly attended customers.

  • Overlapping processes, management gaps, high costs, inefficiency,..

  • Sudden materialization of risks and threats.

  • Loss of business opportunities.

  • Mistrust of investors and financing agents.  

  • loss of value


What are the benefits of Strategic Management?


  • Clarity in the direction for concentration of efforts

  • Monitoring and focus, with flexibility, to achieve goals

  • Organizational alignment and coordination

  • Cadence of responsibility

  • governance

  • Organizational learning and agility

  • Internalization of a strategic culture

What do we bring as a differential?

The classic model of strategic management  + the reality imported from the dynamic environment of startups, generating:
More flexible strategy, with a vision adaptable to constant changes and
  close monitoring of opportunities and threats, in a continuous process, strengthening the  culture of strategy in the company.


How can DMS help?

  • Professionals with experience in Strategy

  • Market and business vision

  • Adaptation and flexibility to the topics demanded by the company's moment

  • Team with proven experience and ability to apply to your context

Market Vision

Less than 10% of formulated strategies are effectively executed. (Fortune Magazine)

On average, companies realize only 60% of the financial performance promised by the strategy. (Harvard Business Review)


Only 13% of companies were able to deliver 5.5% real growth in earnings and deliver returns that cover the cost of capital
(Chris Zook – Bain & Company)


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