The strategic framework with its three rooms “E3 strategy”, “Governance & organisation” and “Strategic portfolio management” essentially defines:
- E3 Group’s purpose and desired positioning, derived from the Group’s business concept;
- the normative framework and organisational structure, responsibilities and authorities, but also the Group’s values, guiding principles and commitments to be followed by all employees and executives; all this, in turn, forms the operating framework for the creation and development of a corporate ethos and culture.
- Strategic portfolio management focuses on foresighting, business development and providing strategic direction to the Group or parts of it.
Strategic portfolio management unites E3 Holding’s entire core process, both in terms of substance and value.
E3 Group has made good progress in specifying its strategic framework. E3 Holding’s strategy, comprising its three verticals, is set. Clear guidelines on organisation and governance have been drawn up. Entrepreneurial action is guided by values such as sustainability, the promotion of women and diversity, and enhancing employer attractiveness. Our framework will be refined with each new investment made.
The foundation of the house serves to enable the entire organisation and ensure the company’s future viability. A company’s collective capabilities and opportunities are a crucial asset and the basis of its future performance. The “pursuit of excellence” is a long-term concept, which primarily aims at establishing differentiating or unique structures, including core expertise, the availability and use of state-of-the-art technology, functioning infrastructure, financial stability, and an open corporate culture based on mutual trust and respect. Achieving these goals requires systematic and continuous investments in infrastructure, future technologies, skills, and corporate culture; short-term thinking is out of place.
Core value creation and support processes
Core value creation forms the crucial middle part of the House of Excellence. In E3 Holding’s case, core value creation consists of four main processes on the first, and of 13 sub-processes on the second level, and covers all key performance drivers:
- Acquisition in a broader sense, including scoping, deal sourcing and the entire M&A process
- Performance management