Strategy Advisory
Helping your organisation move forward with focus and clarity,
clearer direction, stronger competitive positioning,
and sustainable business growth.
Strategy Advisory is a high-impact service that equips executive leadership with clear, actionable strategic direction tailored to complex business environments. It focuses on aligning long-term vision with operational reality, identifying growth opportunities, and navigating critical decisions in areas such as market expansion, regulatory positioning, organizational strategy, and digital transformation.
Leaders of large and mid-sized organizations frequently face strategic ambiguity caused by rapid market shifts, regulatory complexity, competitive pressures, post-merger integration challenges, or internal misalignment between ambition and execution capability. This often manifests as stalled initiatives, inefficient resource allocation, missed market opportunities, or costly strategic missteps.
In an era of continuous disruption and increasing global complexity, executives need independent, experienced advisors who can cut through noise, provide objective analysis, and co-develop pragmatic strategies that deliver sustainable competitive advantage and measurable results.
What We Offer
Our Strategy Advisory services combine rigorous analysis, stakeholder alignment, and practical implementation planning to turn strategic challenges into clear opportunities for growth and transformation.
We bridge high-level strategic thinking with on-the-ground reality, ensuring recommendations are not only insightful but also feasible and sustainable within the client’s specific context. Our consultants don’t disappear after making a recommendation, but stay to help you see it through.
- Post-Merger Integration — Structured support for seamless M&A integration, including cultural alignment, process harmonization, and technical integration across merged entities.
- Product/Service Portfolio Readjustment — Comprehensive review and realignment of product or service portfolios to focus on high-value offerings, eliminate underperformers, and better align with market demands and strategic goals.
- Business Restructuring — Analysis and rationalisation of an organisational and operational structure to reduce problematic costs, improve efficiency, reduce complexity, eliminate technical debt and enhance strategic agility.
- Growth Strategy & New Offering Development — Identification and development of new business competencies, service lines, and growth initiatives with supporting go-to-market plans.
- Business-IT Strategy Alignment — Ensuring technology investments, digital initiatives, and operational capabilities are tightly aligned with overall business strategy and priorities.
Our Approach
We follow a collaborative approach to working with a client’s strategy that is fully customized to each client’s industry, competitive position, and organizational context.
No two challenges are identical, and we avoid one-size-fits-all frameworks. Our principle is to work side-by-side with leadership teams, deeply understanding even the undocumented challenges that hinder the goals of the business.
We aim to co-create strategies that are ambitious yet realistic, ensuring ownership and successful adoption.
Our principle is to learn the issues our clients deal with along with them and create solutions that best work for them, not to create a reusable resource for future projects.
- Strategic Hypothesis — Thorough assessment of the current situation, market dynamics, internal capabilities, and key challenges through data analysis and stakeholder interviews.
- Opportunity & Scenario Development — Facilitated workshops to explore strategic options, validate assumptions, and co-create future-state visions and scenarios.
- Strategy Formulation & Prioritization — Development of clear strategic recommendations, roadmaps, and prioritized initiatives with defined value drivers and risks.
- Implementation Planning & Support — Translation of strategy into actionable plans, including change management, governance structures, and ongoing advisory during execution.
Our aim is to deliver impact. Clearer strategic direction, accelerated decision-making, successful market expansions, improved organizational alignment, and stronger competitive positioning that drives sustainable growth and performance.
Past Successes
Orrery consultants delivered a comprehensive Domain Architecture Transformation Strategy focused on 5 interconnected business domains with unclear responsibility boundaries.
Through daily targeted workshops with key domain stakeholders they modelled a thorough process map describing existing client practices, identified key friction points caused by technical debt and outdated workflows, and define a future target state, as well as a detailed plan for gradual shift between the old and new
This work effectively decoupled the the 5 business domains into clearly defined units without illogical dependencies by redesigning and modernizing ca. 90% of one domain’s core business processes.
The delivered transformation strategy provided a clear roadmap that enabled the client to implement long-delayed digital products and optimised their workforce utilisation.
An Orrery consultant was attached to client’s investigative consortium. Its task was to analyse the drivers behind the company’s failure to integrate 5 recently acquired subsidiaries into its group properly. Prior to the project’s start, the client has acquired 5 smaller software companies focusing on areas of software development where our client thus far lacked sufficient know-how.
However, soon the client discovered that misalignment on resource management led to each team sending competing proposals to the same RfPs as their new mother company, and subsidiary staff saw the mother group and its culture as hostile.
Orrery and the client’s consortium made up from stakeholders from the mother group and each subsidiary worked together on developing a new service offering that would ensure a place for each subsidiary in any mother group proposal. An Orrery consultant also oversaw the work of establishing regular information sharing framework for each subsidiary, and an ongoing series of monthly educational and culture sharing events.
Orrery consultants led the design and implementation of a Target Operating Model (TOM) for an Operations division, in which IT and other technical staff were allocated under purely business-focused leaders, leading to technical staff being unsatisfied with the way they were being evaluated, compensated, or listened to on important topics. This culminated in a string of high-profile technical stakeholder resignations within the company.
Working directly with the COO, the team analysed the makeup of all existing Operations teams and conducted a series of interviews with both business and technical stakeholders within each team, with the end goal of amicably decoupling them and establish IT-led technical teams to ensure technical staff satisfaction. A crucial point of contention was continuous access of business leaders to technical staff, which they were unwilling to give up.
Orrery consultants proposed a transitional period supported by an arbitration framework wherein the COO office assumed leadership of both business and the new technical teams, developed conditions for access to technical staff capacity and led monthly town hall meetings where affected staff could report inefficiencies in the new system.
A team of Orrery consultants advised the board of a local business unit of a major Asian logistics company whose main business revolved around building supply chains between South East Asia and Europe and facilitating B2B transactions on where the supply chain reached.
The client’s executives faced a challenge of discerning the market potential of products they had under control. The Orrery team produced a two-part solution, one part centered around sizing the market for client’s transported goods and analysing their potential, and another part focused on improving the client’s B2B sales and pre-sales processes.
The client’s sales process was optimised for sales work in South East Asia and their account managers struggled to deliver in European markets. The B2B sales process was overhauled and successfully piloted within a 1-month deadline set by the client.
Meet Our Service Leaders
David Vavruška
Partner and Operations Lead
(+420) 774 134 744 | david.vavruska@orrery.cz
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