In terms of this description, the strategy review presented here does not initially differ fundamentally from the classic strategy phases found at the beginning of many projects. The manner in which the strategy review is positioned and legitimized in the transformation process is decisive for its intended effect. This is where a project management approach which provides from the very start a repeated, iterative run-through of setting objectives, planning, and control comes into play. This also means that a strategy phase is not really ever finished; it is repeated over and over again, at least in part, from the beginning, each time at a higher level of development (Figure 2).    

The first important point for the positioning of the strategy review is that it is planned from the start as a normal component of the transformation path. For example, the original transformation planning itself can provide for a regular review of this type every six months. This prevents any perceptions that the review is a measure initiated to correct errors from the original strategy phase. Instead, regular examination and rethinking of the vision is clearly shown to be a normal and necessary part of the transformation in appreciation of the complexity and lack of adequate predictability of the project as a whole. Whenever long-lasting change projects are carried out, there is a significant risk that the critical re-consideration of the original vision and objectives will also be perceived in particular as criticism of the personal performance of the people originally involved. The positioning of the strategy review as a necessary element of the transformation process which has been planned in any case constructively avoids the ruffling of feathers.     

Another intended aspect of the strategy review is to allow the participants to step away from the everyday operations of the implementation. The operational issues that arise every day during realization, the small compromises which are more or less necessary, and simply the process of growing accustomed to everyday project work entail the risk that the original vision will slowly, but surely, retreat into the background. During the strategic review, the conscious decision is taken to leave the physical premises of the transformation project and to carry out the review at a different location. It is even possible to move to specially designed workshop surroundings which make use of playful elements to promote creativity as a way of breaking up the encrusted habits of everyday project work and to clear the sightlines for a fresh look at the vision. Elements from team development such as outdoor exercises can also be useful. An external workshop setting of this nature also generates the important motivational effect.