Strategy is a shared responsibility
The entire leadership team must think and act strategically - not just top management.
A successful strategy sets a clear direction and drives progress. It defines long-term goals and creates a framework for leadership, employees, and the board. But strategy is more than a plan - it’s a change process. It only succeeds when turned into meaningful action.
At CfL-Consulting, we help you lead this transformation by bringing clarity, focus, and engagement – ensuring your strategy becomes a shared engine for growth and smart execution. Whether you are facing a strategic reformulation, implementation, or a larger transformation process, we’re your trusted partner from start to finish.
We believe strategy must be grounded in everyday operations, engage the entire organisation, and drive actions that create real value. Concretely, At CfL, we can assist you with:
End-to-end strategy processes - from stakeholder-driven analysis to vision-setting, defining strategic priorities, and mapping out concrete initiatives.
The entire leadership team must think and act strategically - not just top management.
Every strategy process must be adapted to your organisation’s unique needs.
Ambition and alignment are essential – but so is flexibility.
Success demands attention to culture, structure, and human dynamics.
CfL’s strategic advisory model is built on four agile phases. Always tailored to fit your organisation’s culture, situation, and ambition - because no two strategic processes are alike. What unites all phases is combining development and execution.
Focus: A shared understanding of the current state to guide decision-making.
Deliverable: A report summarising key insights and findings.
Focus: Defining direction, goals, and overall efforts.
Deliverable: A strategic blueprint with focus areas and initiatives.
Focus: Structuring and prioritising strategic actions.
Deliverable: An execution plan with concrete actions and a clear structure.
Focus: Ensuring momentum, adaptation, and change management.
Deliverable: Strategic reviews on direction and results - with feedback loops for continual refinement.
KommuneKredit wanted their new strategy to be based on a thorough and solid preliminary analysis – developed in collaboration with CfL.
“As an organisation, it’s crucial not to assume you already have all the answers. That’s why we chose an in-depth preliminary analysis, which gave us not only extensive data, but also a much broader understanding of our organisation and mission,” says Morten Søtofte, CFO of KommuneKredit and adds:
“We wouldn’t have gathered the same insights without involving so many voices. That’s why the analysis became such a powerful foundation for our new strategy.”
They chose a partnership with CfL due to a shared mindset and because CfL’s Head of Leadership Consulting, Michael Tolstrup, Michael Tolstrup, presented a “no-nonsense approach” to strategic work.
Together with Human Engage, CfL designed a service review for Tårnby Municipality. First step was conducting focus groups interviews with a broad selection of citizens. This led to a large-scale survey with responses from nearly 4,700 residents.
Morten Winge, former Chief Executive of Tårnby Municipality, commented on the collaboration:
“Curiosity and dialogue with citizens and staff takes you far, but they won’t give you a comprehensive or unbiased dataset. A large, cross-sectional survey brings far more weight and nuance. I was genuinely impressed by the strength of the citizen insights. I hadn’t expected we’d get this far, but CfL came up with a proposal that was significantly more qualified than I had hoped for.”
“Many executives are calling for their middle managers to act more strategically – to step out of the day-to-day and think ahead. Is that something you expect from your managers, too?”
