Strategy Implementation

3.01 — The Presence Of Strategy In Everyday Business

3.01 — The presence of strategy in daily work

Many organizations experience problems with the presence of strategy in everyday business. You see, when you create the strategy, it easily remains hidden somewhere out of sight, and nobody looks at it until the next time the strategy is updated.

3 Loops This is an image of three loops from the strategy journey.[/caption]

Here is, once again, our strategy model with three loops. In the first loop, we direct the company and find a direction we think will bring us success. In the second loop, we start steering the strategy implementation.  Big goals get broken down into subgoals, which the management prioritizes. When goals are defined, we proceed to loop three, everyday operative work.

The link connecting the first and second loop often breaks. It’s one of the reasons why organizations fail to implement their strategy. If you want to ignite your company’s strategy, make the loops rotate and keep them linked.

Summarize to a single page

The key with creating a Strategy 1Pager is to summarize everything to a single page.

The strategy crystallizes from many ideas. The unique thing about our work process is that we hold strategy meetings with the whole staff, where everyone is allowed to give comments. Meetings take place at the beginning, the middle, and the end of the strategy process. Workshops occur with expanded group composition.

A significant number of ideas are gathered, refined, and prioritized. In the end, the strategy gets crystallized onto a single page, Strategy 1Pager. Then the implementation process begins.

The Strategy 1Pager
The strategy crystallizes onto a single page, the Strategy 1Pager.
Once we have finally reached the crystallization phase by completing the Strategy 1Pager, everyone is happy. If everybody involves themselves, the excitement the output produces is immense. Not to mention, people end up understanding the strategy! The management team doesn’t have to persuade the staff to get on board with the new strategy separately. That has already taken place thanks to involving everyone from the very beginning

What happens when the strategy is complete? How is it implemented?

Meetings, meetings
Multiple meetings take place.

Several meetings take place in companies. The question is, is the strategy present in the meeting agendas? Unfortunately, I suspect that it is not actively present in that many meetings.

Operative tasks eat up the time.

Operative matters quickly eat up all the time that people have reserved for thinking about the strategy. In another blog, I told you that important and urgent issues compete against each other. In this competition, urgent matters always win.

The talent is to have the strategic goals present during the meetings. How is it done in practice? There are better and worse solutions to that; however, I’ll explain one excellent approach and a new possibility for you.

How you lead and follow up progress
Use a digital board. Track progress through it.

Let’s move the strategy onto a digital board! Everybody can see the whole strategy and write comments onto cards, which get grouped according to goals. When your big goals are present on the board and separated into specific tasks, traffic lights show how strategy implementation progresses.

When the essential tasks are listed, staff can notice that one or several goals may no longer be optimal. Goals and tasks can influence each other, which creates an interesting dynamic. This dynamic between goals and tasks is a component of agile leadership, a living strategy. Staff can also notice quite fast if the goals have been completed. Once complete, the team can fill the void with new the following objectives.

The point is in how people lead themselves and follow up on the work. Is the work in sync with the strategy? When we have a digital board, it affects our work. The media is the message! When the board makes the things we pursue visible for us, we go towards our goals much more efficiently.

Purpose, Strategy, Focus Areas, Goals, Actions
Purpose, Strategy, Focus Areas, Goals, Actions

Every business needs to have a purpose, the sun, for it to exist. Some have written it down; others have not. The purpose is not only about earning money for the shareholders – even though it is essential. But we make more when the purpose is an answer to what you do for our customers.

If you involve the customer in this purpose, you suddenly earn more money for the shareholders. You get better success because you think outside-in instead of pushing out products from an inside-out perspective. That’s why the purpose must be visible on the strategy page.

A strategy implements the purpose. It helps you to implement it more efficiently for your customers. In the end, the strategy can be just a few sentences long—an elevator pitch.

The strategy consists of focus areas. What are the areas that need focus? These focus areas are written down clearly in the strategy. The next thing is identifying the big goals. There can’t be too many focus areas; three or four is often the right amount. Otherwise, your attention gets split on too many things, and nothing gets finished in time.

To reiterate the marmalade phenomenon: Every organization has a spoonful of marmalade and a certain number of toasts to butter. The management can’t pick too many toast pieces; otherwise, you won’t taste the marmalade.

In a large corporation, two focus areas can be too few, but five can be too many. In a smaller company, two or even one focus area can be enough. If a storm erupts, focus areas need prioritization. The company reduces the number of things receiving focus. In that situation, a big company might have only two focus areas. Storms can come from black swan events (unexpected events), like a global pandemic.

Goals and Targets
Goals and Targets

It’s very vital that your company has a way to prioritize things, a hierarchy if you will.

It isn’t easy to implement a strategy if one merely goes with the flow and invents goals out of thin air. When the whole staff is involved in the strategy process, critical operative thinking always happens. The strategy and the focus areas get seen as high-quality ideas.

Without a satellite perspective, the ideas according to which the company operates lack sufficient perspective, in my opinion.

If you don’t understand your purpose for the customers, you don’t necessarily focus your energy on the most important things. If you only think about operative goals and tasks, you’re arranging deck chairs on the Titanic a few moments before the ship hits the iceberg. You also have to examine the road into the future.

During the five-day war in Kuwait, general Schwarzkopf held daily press conferences. He said that it’s possible to make good decisions from the grassroots perspective; however, when one rises to the satellite level, “then you know what to do.”

We can use Schwartzkopf’s approach as a good example. An organization, with a clear upper-level view, defines better goals for itself. Even in a one-person micro-enterprise, it’s beneficial to understand what should receive focus!

In smaller companies, the focus areas might often change, even every couple of months. The implementation of the focus areas takes longer in larger companies. They complete more comprehensive strategy rounds now and then. After that, it’s perfectly acceptable to look at the strategy quarterly. How is it doing, and has it progressed?

These days companies need people to think about the most critical topics more frequently and faster. To those who believe that their industry isn’t changing rapidly, I say good luck. I’m afraid the time of safe stability is gone. One of the few safe things a company can do is stay constantly alert and sense what customers need. React immediately to sudden changes.

Following the big picture: trends and competition, etc.

The company staff must follow up the strategy implementation constantly.

You Need Continuous Follow-up

A series of meetings is called a management system. The management system provides answers to various questions. What kind of meetings? What are the themes and mission of each session? How often are meetings held? What is the meeting agenda? What are things measured during the meeting?

Take a look at your management system and follow up on implementation progression progress now and then. During bad times if you don’t reach the goals, the management system meetings are held more frequently. A loose follow-up can lead to an inefficient way of working. Inefficiency can cause you not to reach the goals you’ve set out for yourself. That’s why it’s imperative to lead the strategy through the organization.

Leadership inside the organization
Leadership inside the organization

Look at the above image. Let’s pretend the management group is in the middle. It follows up on upper-level goals, but, in the meantime, every team in the organization has also interpreted what those high-level goals mean to them personally.

Now comes the trick. Everyone can, and should, have access to a digital board of their own, which links to the other boards through an internal logic. The goals and tasks are easily made visible on the board. Through this approach, the company ensures that the upper-level goals are, within reason, broken down into subgoals.

Some time ago, I was facilitating the strategy creation process in a large corporation. The process took place over multiple days. On the second day, the idea was to set goals for the fourth quarter, but suddenly the conversation changed the process agenda and gave birth to a new Strategy 1Pager. And that’s what we did. The strategy didn’t change, but we noticed the focus areas needed to be updated.

Together we defined the new big focus areas and created everything from the bottom up. We browsed through the essential topics. The most critical matters passed the filter. As a result, the Strategy 1Pager contents changed. In retrospect, a person could think we made an extensive strategy round, but we only ended up changing the focus areas.

Even though the corporation in question is a billion-dollar company, it’s beginning to be quite agile. Agility has developed over several years. Decisions aren’t carved in stone. When we modified the 1Pager, we merely documented the new situation! It was a surprise to everyone; it wasn’t the plan to even make a new one-page strategy. The strategy stayed the same even if the focus areas changed.

Every team has a separate function. The important thing is how the teams begin to implement them.

Continuous Prioritization
Continuous Prioritization

The point of the day is constantly prioritizing by using a digital board.  Strategy becomes a part of everyday life—staff sails within the sector defined by the chosen strategy. Every day staff senses from which direction the wind blows. Sensing like this enables everyone to act with agility.

The purpose gives the staff and customers energy. People get inspired when actions align with the purpose. The team goes along because everybody works towards a great thing. A great purpose means customers get help. Customers are thrilled when they can access the expertise they need.

If you want the strategy to be present in your everyday life, you must prioritize constantly. The strategy must be part of the meeting agenda in the weekly meetings! It may sound overwhelming, but it’s not. You only need one board, in which the strategy is visible all the time!

Do this correctly, and your strategy will steer your daily activities!

Finding Us On Social Media


Stradigo is a brand owned by Rdigo Oy (Business-ID: 2120844-1).

Rdigo Oy is registered in Finland as a Limited company. We are a strategy consultancy located in the Helsinki capital region.

We’ve been in business since 2007. The company name comes from the latin word Redigo, meaning both ‘I shape’ & ‘I renew’.

Stradigo combines the word strategy with Rdigo.

Strategic Leadership

2.01 — Kickstarting strategy implementation

2.01a — Kickstarting strategy implementation

Once the strategy is ready, how does the organization start implementing it?

3 Loops
The Strategy Journey of a company described as three connected loops.

I’m excited about the above strategy model! It’s simple, and it shows the journey clearly from a satellite perspective.

In the first loop, the company’s direction becomes defined. Everyone receives an invite to join the creation process. People challenge their assumptions and the prevailing thinking inside the company. Tough choices get made, and, in the end, the whole strategy becomes visible on a single page. We call this one-page strategy a Strategy 1Pager.

Let’s take a look at the second loop, prioritize. That’s when the company steers itself through strategy implementation. Don’t expect things to get going by themselves. The management has to kickstart implementation. The ideas written down on the Strategy 1Pager, are often high-quality ideas. That’s why sub-goals, prioritization, and resourcing are essential. People are given responsibilities for specific tasks to steer the implementation and to follow up on their progress. The second loop needs to rotate weekly, which is much faster than the first loop. The first loop rotates quarterly. The second loop is all about following up on the goals.

The third loop represents everyday work. If the company runs into unsolvable problems inside the third loop, it typically occurs inside the second loop. If the problem, for some reason, can’t be solved inside the second loop, then the issue gets addressed inside the first loop. 

From PowerPoint to a living digital board
From PowerPoint to a living digital board

The strategy, typically, is presented as a PowerPoint slideshow. By doing this, the aim becomes to deliver the strategy in a clear form. Unfortunately, PowerPoint slides are static, which means they don’t function as a living document. Companies can make the strategy alive by setting up a digital board that tracks implementation. Whiteboards with sticky notes can work, but this approach is location restricted. A digital board with cards and columns avoids issues caused by on-location challenges and the analog nature of pen and paper. You can feasibly use any software out there that you like. At Stradigo, we prefer to go with either Trello or Planner because they are popular. People are familiar with them. Familiarity is useful.

Digital boards have a use as a strategy steering tool. Prioritization becomes very straightforward. Free software, like Trello, give us all the functionality that we require to benefit in practice. I recommend some of the many free alternatives. The base functionality is the same in most digital board software out there. If your organization already uses a specific IT ecosystem, then you may already have software in mind.

The significant reason to use a digital board is to have a shared surface everybody can write on simultaneously. It becomes a platform for the company where each column on the board represents one focus area.

The idea of using a digital board is to have a common platform where everybody can write at the same time. Each column on the board makes up a single focus area. Each card on the board, inside the columns, represents a specific task, a bit like sticky notes on a whiteboard.

When the company prioritizes actions, it acquires clarity about implementation needs and what order things must occur. Thanks to this, the strategy remains relevant and active in front of everyone’s eyes without pause. Follow-up the strategy implementation frequently, for example, through weekly or bi-weekly meetings. Frequent follow-up creates a bridge between the plan and operative work. The entire organization sees the same board and acts on it.

The shared digital board is visible to the whole organization, allowing everybody to see how the strategy implementation becomes a reality. Deploying this type of setup is an opportunity for every organization, no matter what size it is.

An interesting phenomenon also happens. When the strategy is on a digital board, it starts to live. It remains up-to-date because the staff updates it almost every week. Likewise, the focus areas live with the times and adapt to suit the needs of the organization. I’m not talking about minor things but significant focus areas—the type of focus areas visible in the strategy, significant decisions. Nowadays, I believe that a company shouldn’t have four focus areas because that is too much to handle. Three would be the optimum number so that that focus won’t split between too many places.

The Marmalade Phenomenon

The Marmalade Phenomenon
Each organization has one spoon worth of marmalade, and the management must choose the right amount of toasts to use it on. Not too many and not too few.

I have spoken earlier about the marmalade phenomenon, which, in my opinion, is the best piece of advice for leaders. It goes like this. Every organization has a tablespoon worth of marmalade, representing resources, capabilities, machines, IT, staff, etc. The management needs to decide how many toasts it wants. After that, the spoonful of marmalade gets spread onto the chosen number of toasts. For example, if there are 31 pieces of toast (big tasks), there’s not enough marmalade for them all, and so the toasts taste only like dough. If that happens, people start to demand more resources. Whenever I tell this story, I follow it up with a harsh comment:

“You have the exact amount of resources you are worth! You need to know how to choose and prioritize!”

The amount of money coming in determines the number of available resources. The question is how you use your available resources. If you lead badly, you butter too many toasts. What is the right amount of toasts? That is the question.

During the strategy journey, a risk exists that the three loops of the strategy journey can detach. I have covered the strategy loops in greater detail in separate blog entries. The organization may store the strategic plan inside a PowerPoint file, where it remains forgotten until it a review takes place a year later. If the strategic plan is in a digital board form, the second loop will rotate weekly, and the strategy remains living. The necessary actions, the tasks, are constantly present and visible in front of all staff members.

The strategy ignites, and a successful journey begins!

Ignite your strategy

Finding Us On Social Media


Stradigo is a brand owned by Rdigo Oy (Business-ID: 2120844-1).

Rdigo Oy is registered in Finland as a Limited company. We are a strategy consultancy located in the Helsinki capital region.

We’ve been in business since 2007. The company name comes from the latin word Redigo, meaning both ‘I shape’ & ‘I renew’.

Stradigo combines the word strategy with Rdigo.

Strategic Planning

1.01a — A Successful Strategy is a Journey

1.01a — A Successful Strategy is a Journey

Welcome to the first blog! This blog is part of a series that will center on a concept we call the Strategy Journey and the experiences we have had around it over the years. Markus Westerlund has, over the years, helped facilitate and guide many organizations through this journey. We want to share the insights into these processes with you. These blogs come from transcriptions of various Livestream presentations Markus has held in the past. Let us begin!

Strategic Planning is a challenging process. First, it is pretty hard to understand the strategy and how it helps the company grow and be profitable. Plus, it is not enough to have a strategic plan; you also need to implement it. Strategy implementation can be even more challenging than strategic planning. Without successful execution, strategic planning will not bring about practical benefits.

Igniting Strategy — 3 Connected Loops

Igniting Strategy
Igniting Strategy

The above model is new, and we have titled it the Strategy Journey. We developed the model because some perceive strategy as a word that is hard to understand, almost like rocket science, or very abstract.

We think that is not the case. Once the company has written a strategic plan, the strategy is simple to understand. The terminology (strategy) causes problems for some people. It can be hard to understand. We have tried to replace it with some other word that is easier to understand. Strategy is an established word.

So, what is a strategy? The shortest and most straightforward explanation we have is this:

Strategy is HOW

How do you launch yourself into the future? What is the Strategy Journey?

Strategy is a journey

Strategy is a journey. And one must keep upgrading it regularly. Markus Westerlund had an epiphany while attending a conference in Nashville, Tennessee. He woke up at four in the morning because of jetlag and got to work. He made a realization. Strategy updates do not need to take place once a year in the form of an annual cycle. Instead, we can visualize everything as a Strategy Journey that consists of three parallel streams. Each stream is like a loop that revolves at a different speed compared to the other two.

We call the first loop Direct (We Direct), which is also known as strategic planning. During this loop, the business directs its operations towards the desired future. We use “we” because people in the business work together with the help of technology. Technology allows companies to do strategic planning efficiently, even when involving many people.

The three loops

The first loop needs to revolve in every business, and if the strategy is only updated once a year, then the speed is often too slow. Most firms need to do a review far more frequently. Quarterly reviews may be much more suitable for many companies. Once done with the planning, the company continues to phase two, Steer (We Steer). Big goals need to be adjusted. The organization must ramp up the implementation efforts. In this case, ramp-up means systematic follow-up of the implementation. The organization adapts its priorities, activities and follows-up performance weekly.

The daily activity takes place inside the third loop, Act (We Act). Once you have your new strategic plan, you quickly get stuck in this phase. When this happens, companies forget about the strategic plan. It falls into the background. Everyone goes with the flow weekly and daily. Going with the flow can work for a time, but often people drop to the floor when they lose touch with the core idea behind the strategy.

All three loops need to be linked together

The point of the Strategy Journey is that all three loops are linked together. Goals come out of the first loop and are compressed and concretized in the second loop. A big mistake you can make is not to keep them linked. Once your strategic plan becomes a PowerPoint presentation, a gap typically forms between your strategy and implementation.

For a long time, we have used the sun as our symbol to describe the Purpose of a client. It is the big benefit the customers receive that, in a sense, is the reason for the company’s existence. The company is not just earning money for business owners. Of course, making money is essential; otherwise, a business owner wouldn’t risk his capital in a risky business. But, if the idea is that we are helping clients, they are pleased and pay compensation for the work, of course. The more we help our clients, the more they are ready to pay compensation for the help they get.

The sun shines upon the whole system and is already in existence today. The Purpose is not some futuristic vision somewhere. It shines both today and tomorrow. In the future, it shines even more profoundly and vibrantly because the business has improved itself.

Strategic Planning — Direct Quarterly

Loop 1. Direct quarterly

The Direct phase in a nutshell

We intend to go through all phases one by one. Let us start from We Direct. It is a traditional strategic planning process. Let us say the process runs and is ongoing, usually during spring. Everybody is ecstatic at the end of the process! The company management is pleased that they have finally completed a complicated thing, so they hold a briefing for the entire staff.

The Staff Briefing

The CEO of the company explains everything in an hour-long session. When he has finished and showed multiple slides on PowerPoint, it is time for questions. There is always one hand that rises, and the person poses the same question:

“What does this mean in practice?”

Then the CEO should be able to explain what the upper-level idea behind the strategic plan is in practice. Well, he has an answer. Still, most staff are present, and they ask what this all means for their work. It is not the CEO’s job to know. Sometimes Markus says that the correct answer to that question (which the CEO technically should give but usually does not dare to say…) is:

“Listen, friend, the reason I have hired you is to figure out what this means for your work. I cannot do your work for you! I am trying to figure out my work. Take care of your part.”

… But that is not how it goes. The CEO has to say something concrete.

‘We direct’ means that we decide a sector based on what the sun directs us to do. We sail within the sector every week and month and figure out the best course for today.

Some points why to involve everyone in the strategy process

We have listed four points that have developed through Markus’s experience in this field.

The first point is that you get a significant effect on this process if you invite everybody to participate in the strategy journey from the very beginning. In the old world, this is a radical thing to suggest. In that world, the managers decide the strategy. Inviting others does not happen. 

The given reasons are:

A.) They do not understand

B.) It is too expensive to include everybody

Both reasons are myths. They are busted.

A.) They understand the high-level idea

B.) It’s no longer expensive to include everybody in the process and to hold a large online meeting. All thanks to technology!

How the workshops look like in practice

My record is 157 people in a single workshop. With Zoom, I could divide people into 50 breakout rooms. Then we ask them to give written feedback. With good facilitation, this is truly a quick process. The whole process took only three weeks. Everyone participated, and the CEO of the company was astounded at the efficiency. Usually, in larger organizations, it can take up to six weeks. The speed of the process is not defined by a third-party facilitator but by their schedules. Their calendars define how much time they can afford to put into operative work.

A workshop once a week is ok, but no more workshops that last a full day or even two full days. Instead, have a three-hour workshop with the whole group: One-hour kickoff and two hours of hard work.

Invite everyone to take part in the strategy process to save money

Invite everyone because it is not as expensive as persuading everyone to commit to a strategy created inside a board room in isolation. The attempt is unlikely to succeed, and failure means wasted time, which translates to lost money. When people have been participating in strategic planning from the beginning, they understand it. And then an interesting phenomenon happens. These people are beginning to experience that it is their strategy.

”We weren’t taking part in the CEO’s process; we did this genuinely together, and we own this result!”

On an emotional level, it’s pretty terrific! Young people are so excited that they get to witness the creation of the strategy, and they learn how to direct, steer and act it out!

Challenging beliefs and myths

During the process, one must be able to challenge one’s beliefs and myths. The new CEO is often good at it because they see everything with a fresh eye and begin questioning things. An experienced third-party facilitator can be valuable because they are not in the circle playing the political game of resources and work positions. They can ask simple, but killer questions and can share their knowledge and experience with other organizations.

As I write this, I’m in my 91st strategy process facilitation. Every process teaches you something! If you’re doing this for the first or third time, I can say that they are small things. How does one make a group think and pull out the information from their heads? Usually, extroverts steal airtime. But even though an introvert won’t fight for their turn to speak and doesn’t necessarily enjoy performing, they might have written down the best idea in the crowd. We must be able to step outside the box. Good questions bring a lot of value, and they can profoundly affect the outcome of the entire strategy process. The company must, of course, analyze the outside world and see where the trends lie. From there, we pick and choose and make big decisions. Once we have made all these decisions at the very end, they are all compressed into a one-page strategy (essential).

Prioritize — Steer Weekly

Prioritize Weekly
Loop 2. Prioritize weekly.

Now we go into the second phase, Steering. The strategy is ready as a one-page strategy, the Strategy 1Pager. During creation, tough decisions have likely occurred, and focus areas have crystallized. Now the focus areas need to be specified into sub-goals and be prioritized. Who is responsible for what? Another decision relates to presentation. Should the strategy be written on a slide or documented on a digital board? Slides are static, while everyone can easily access digital boards. If the plan is on a digital board, the business strategy becomes a living document.

Implementation — Act Daily

Act daily

Next, we look at everyday work, which is loop 3. Rotation takes place inside every business. The question is, do we work in an old manner? There has been a good way of doing things. Have we benefited from technology and understood that there would be a much more efficient way to do it.

Customer journey means we analyze our customer’s value-creating process and their way of providing value to their customers. Do we understand their way of working, the process, and do we know the situations they encounter? Situations where they realize they need help from a third-party. People have concerns, no matter the situation. We know what these situations are. They need a solution, and a need is always the answer. That’s why I always tell salespeople not to ask a customer what they need.

The need is the answer. Let’s say my concern is that I’m thirsty. What do I need? A beer. Beer is the answer to thirst. But if I, or you, ask a customer about their need, I delegate the solution responsibility to an amateur because I’m a professional in my field. The customer might answer, but their know-how restricts their ability to respond. They don’t know what the newest things are. It’s your responsibility to say, “Sure, I can help you with this, but there is a new solution to this. Would you like to hear more about it?” – Yes, they do.

The Big Picture — The Full Strategy Process

Igniting Strategy
Igniting Strategy

When we look at the big picture, we see that three loops need to revolve, and they need to connect. Introducing technology takes matters to the next level.

Currently, I’m working with a billion-dollar company, and they’re not very far in utilizing digital technology as a group. They, of course, use digital technology in their work but mostly individually. Conversations and developments take place under a digital infrastructure. That’s when you have group power. And in most cases, this entirely free if you know how to use the tools and methods! They are very affordable.

When you invite everyone to participate in the first loop, it affects people’s attitudes, and they start implementation right away. Very cool! How do you begin to lead your business in a new way at a management level and the next level, and the next level so that everyone understands the big picture?

Automatic Reporting

One point is also the fact that people complain about the lack of communication. Why don’t people let others know what they’re doing? Why is information moving poorly? I have an easy explanation for that. First of all, when I do something, I should report my doings. I don’t have the time to explain everything that’s happening because it would take as much time, and I wouldn’t progress with my work since I have to report constantly.  

If you have an infrastructure that automatically reports to you and you write everything onto a digital board, the decisions are visible for everyone who wants to look. You can even activate notifications. It’s fantastic. If we lack infrastructure, the information won’t communicate to other people in the organization as effectively.

All the loops need to revolve at their speed and link to one another. The first loop very easily gets detached from the others after a month or so has passed. When the first loop detaches, the second and third loops collapse, and we don’t get sufficiently high-quality ideas that the business needs.

Did you like this blog? Look here to learn more.

We have recorded a 1-hour long presentation that delves deeper into this topic. The presentation is titled:
Ignite Your Strategy — How To Upgrade Your Business Strategy Fast

Learn more by heading to the next page by clicking this link

Finding Us On Social Media


Stradigo is a brand owned by Rdigo Oy (Business-ID: 2120844-1).

Rdigo Oy is registered in Finland as a Limited company. We are a strategy consultancy located in the Helsinki capital region.

We’ve been in business since 2007. The company name comes from the latin word Redigo, meaning both ‘I shape’ & ‘I renew’.

Stradigo combines the word strategy with Rdigo.