Future Pathfinder

The most methodologically demanding part of a CREM strategy lies between diagnosis and formulation. From the existing organization, the identified pressure for change and the agreed level of ambition, a statement must be developed on how CREM should be set up in the future. In practice, this gap is often closed by reference models or maturity ladders. The target state is then specified externally or mechanically defined as the next stage of development – regardless of whether it fits the business model, the portfolio structure or the company’s capacity for change.

The Future Pathfinder replaces this logic with a systematic best-fit determination. It examines for each organizational design dimension which future positions are compatible with context, requirements, obligations and ambition. The result is initially not a single target point, but an analytically substantiated target corridor. Within this corridor, the choice remains a management decision. This creates a clear distinction between what is professionally permissible and viable and what the company deliberately decides.

At the same time, the Future Pathfinder examines which capabilities the intended configuration requires. Additional centralization, stronger decentralization, an expanded mandate or a changed level of service depth are only viable if governance, data, processes, financial management and other critical enablers are sufficiently developed.

This primacy of capabilities determines the sequence of the development path. The Future Pathfinder therefore shows not only where CREM can develop, but also which prerequisites must be created first, which alternatives were rejected and through which realistic stages the target can be reached.