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Additionally, to generate new revenue streams, SkiStar aimed to identify future business investments, accelerating growth through innovative, customer-centric service offerings. It looked to develop areas for future innovation that would make its strategy more tangible. SkiStar also wanted to activate its strategy through prototyping and testing product concepts that could shape and expand its future business.
So, how did EY teams help SkiStar identify the most suitable business opportunities ahead? How did this collaboration support SkiStar to innovate in ways that reduced risk while getting buy-in from employees for future implementation?
EY teams suggested that SkiStar adopt an experiment-led strategy to challenge the current ways of working and traditional processes of adding new services to the portfolio. This approach involved engaging leadership and employees right from the start to help ensure that all stakeholders were part of identifying the opportunities ahead and that everyone involved felt inspired and engaged in pursuing them.