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As we write, we are in the beginning of 2002, and you may declare that it must be difficult to make a statement about the period 1. January 2004-2005. And you are right - and wrong. Of course it is an advantage, when doing a prognosis, that two things are in order. One is that you have knowledge of the company, its' everyday business, decision process etc..

The other just as important is that you know what the company situation is at the time when you start the prognosis. None of these criteria are met in the upcoming analysis - nevertheless I hope to give the reader a brief glimpse of what an astrological analysis offers its' users. An analysis usually spans a year and is structured in three main areas. These are:
a) introduction
b) permanent aspects
c) timing

In an astrological annual prognosis, certain fields - or houses, as they are called in astrological terminology - are activated. These activated fields tell a company and its' decision-makers within what areas they must make decisions at a given time. You could also describe it as the fields that are energized in the company in question. It is important to stress that these fields are of neutral value. They only tell us what areas the company should concentrate on to follow the rhythm of the horoscope and thus the development process of the company. Only when we look at the permanent aspects and timing do we start to determine whether the influences are positive or negative.

Activated fields 2004
ST should concentrate on the following areas in 2004:
a) the internal communication process (Virgo - 6th house)
b) the external communication process (for instance mergers, strategic alliances, partnerships - 7th house)
c) Funds, creditor and debtor policy, financing, structure processes (Scorpio - 8th house)

These are fields that demand a good deal of attention from the company - and all are large areas in a company. We must stress that if or when the company wishes to restructure the mentioned areas, this must take place within those brief periods where the aspects are positive. More about this in the specific part of the analyses, which concentrates on timing. The permanent aspects In the following analysis I will only look at progressive aspects and the larger transits. The most important aspects, without comparison - are the permanent aspects. They set the agenda. The permanent aspects operate in a horoscope the entire year - thus the word permanent. Let us look at them. I will now briefly summarize, for the benefit of any reader with an astrological basic knowledge, what aspects we are dealing with. If you know something of astrology you will learn more from the analysis if you are able to follow the technical details. You do not, however, need to know about this to follow the analysis.

Interpretation of the permanent aspects
When I use the solution model, I always start my presentation with this most important part of the analysis by describing the challenging influences. This is not because I want to start with the negative, but - again in my experience - the challenges will work no matter what. There really isn't any way around that. Additionally, in experience, the challenging aspects have the attention of the clients - this is where their energy is concentrated. The positive influences - successes - are often taken for granted, or at least as something that doesn't require the same attention as the challenges, which is where the problems seem to be located. 2004 is a very important year for ST. As mentioned, we don't know at present what situation this company will be in, when we reach 2004. What has already passed in terms of legal incidents with customer groups? The smokers! But if ST has changed their production methods, then they will have created an atmosphere of openness and honesty between manufacturer and buyer of products, and they will be on the right path. Do the customers know what they are buying? And do they know which harmful ingredients that may have been added to the tobacco to create addiction in the customer group - has this fact been marketed of nor? All these questions are unanswerable at present. They were part of the problems related to the law-suits back in 2000. They were also more than an ingredient in the questions that formed the legal base that opened the possibility for the smokers to file a suit against the company. What is not uncertain at present is, that any skeletons in the closet will fall out in 2004 and continue to do so in 2005! Whether they want to or not, they will now be forced to enter into a thorough re-engineering process, an in-depth one. Actually you can say that both 2004 and 2005 show aspects, which will have the consequence that the company overall strategy must change radically over the coming years. In other words, we are not discussing minor adjustments here.

Managerial problems
Looking at the structural analysis we already noticed that management issues were less than optimum in ST. Even so, there is, or was, resources to draw on. This is also the case in the annual prognosis for 2004, which we will look at now. But the year 2004 tells the management, that in spite of power struggles and hiring/firing at the very top of the hierarchy in ST, they have to change their managerial strategy radically. No matter what decisions have been made earlier. If they can't do it themselves, their surroundings will do it for them. An example could be that the society comes to know of the conditions that have been kept secret so far, and which will force the management to rethink the concept of openness. The best advice for a company with aspects like this is to clean up, before the influences come to bear. It is always nicest to be the one controlling the development, instead of being forced to do so. There are always two options when these sort of intense aspects appear. One - most recommendable - is to take action yourself. The other more unpleasant is to try and uphold the status quo - an unchanged situation relying on the old model. No doubt it can become a process, which will set off internal problems, assessing one another in various areas of responsibility - and you can't predict the end result. It depends on what is going on internally in the company at the time - information we don't have. Another thing that decision-makers must consider is that the necessary reengineering process also must involve development-oriented potential and a novel approach to internal communication. This covers work methods, routines, job descriptions in the production process and employee conditions. The last of the challenging areas I will mention covers several fields in the horoscope. They are:
a) funds
b) creditor and debtor policy
c) financing
d) the learning organization/sales strategy
e) legal conditions.

Quite a bit of work - but let us see what can be done. There are resources available for this reengineering process. From several sides through the positive permanent aspects which offer a new path and the ability to change on different conditions than earlier. But - first you must face the problems and try to work with them.

Managerial resources
Five of the most important areas in the year 2004 concerned with structural change are:
a) Mergers, business relations partnerships etc.
b) External communication
c) Internal communication
d) Sales strategy and the learning organization
e) Development of ideas

It is within these areas that the resources are mainly located. Very good areas to be able to act within. Furthermore, some of these areas are among those afflicted by the challenging aspects. That is excellent, because it indicates that once the in-depth structural changes have been effectuated, you have the positive aspects to use in building completely new settings for all areas. Looking at mergers and business relations - item a - this could mean that the company might enter into large-scale change concerned with the construction of the entire company. Such a change could also mean that one started to use entirely new means of internal communication in the company. For instance by reengineering the production conditions. Possibly towards more visible operations - both in terms of employee insight in existing conditions - and, what may turn out to be more important, in terms of making the production process transparent to the society - customers, that is. Internal communication is connected to the corporate culture and human resources, so such a decision would indeed result in structural changes and influence the overall strategy. Internal communications in ST is not a very visible area in the horoscope (and thus in the organization) which was also apparent in the structural analysis. But I must stress that in 2004 the company horoscope holds very positive aspects for entering into strategic alliances, new business relations and also for the internal communication process. Especially because ST can try and make use of hidden or unrevealed - but accessible - areas of the horoscope within this field. In other words - the energies can be used positively which is to be preferred. More important in this connection is that the new internal communication forms are strongly connected to the new overall strategy in ST. No small adaptations, but significant moves. Formerly I mentioned power struggles in connection with new strategies. This is still the case, but I want to add that such struggles are energized by the positive aspects, particularly in relation item d and e, as well as to what we have discussed above. Power struggles and internal disagreements need not mean pulverization of the company - seen from the astrologers point of view. Sales strategy, the learning organization and development of ideas It is quite apparent that if ST is to rework its' sales strategy, it must at the same time introduce a new marketing policy, especially as regards honesty and credibility in questions about ingredients, production etc. It won't be a problem for the company to introduce this, as item d assists in openness - even when we are talking about an aggressive strategy. The involved planets are very powerful - but in a positive manner. Additionally one of them is strongly connected to what astrologers call the collective - many large groups of people - which is excellent when we work with communicating a message to the society. Public relations, advertising and so on is localized here. This planet is located in the field of idea development meaning that the company has a good chance of generating and carrying out such actions. There is also a very fine connection with the field of the learning organization, which points at involving the employees in the process, and through training and courses, they must learn new work methods as well as the ability to communicate well with the society - not leastly the company's customer groups.. With the influences at hand, focus should be on improving customer nursing, and improving employees communication resources. In short the external communication and here it would be a definite asset to start acknowledging the production methods used in the company as well as learning to be open about all questions connected to the company's outward image.

Corporate Culture - Human Resources
On account of the horoscope structure, the fields mentioned above are also strongly involved in all questions regarding possible restructuring of ST. It is quite natural, since one wouldn't be able to execute changes in important areas without including these indefinable and psychologically-oriented areas. Let us look at them! The challenging aspects indicated, that the entire old company base should more or less be exchanged. This of course means that internally among the employees entirely new forms of cooperation and work attitudes are necessary. New types of groups, and perhaps even a division of the processes that have characterized former areas of responsibility. In experience these areas are among the most difficult to work with, not to mention that they are also some of the most difficult to change. That is because we are now working with areas where the human factor is the most important - and this factor is quite unruly. Especially in this case, where transiting Pluto has a challenging aspect to the Sun, which activates the 4th house in the progressive horoscope. (For the astrologers) The process we are discussing does not only demand changes in group activities or the group compositions, but may also require change in the physical structure of the company. That is possible logistics changes such as changing headquarters etc.. As I have mentioned several times earlier on, these examples only serve to acquaint the reader with the possible contents of a strategic plan. In real life, this discussion and the examples involved would be much more in-depth and comprehensive, in addition to requiring one or more consultations with the company's decision-makers. In the following we will nonetheless once again ultra-briefly look at how timing has great influence on implementation. The brief aspects determine when one should act in a given area, all the time with respect for the permanent aspects, which are still the most important.

Timing Focus
January 2004
1 positive aspect. (Progressive Moon sextile Neptune)

1 challenging aspect. (Transit Saturn conjunct Mars the last week of January)

The positive aspect activates the following signs and houses in the natal and the progressive horoscope: Scorpio and Pisces. 6th, 8th and 12th houses. Astrology is very often about timing the decision process - I can't stress this often enough. Therefore it is obvious that when a positive aspect appears, as in this case, one should act within the company areas that the aspect refers to. In this case the company should initiate activities, reengineer or rationalize within the following areas:
1) Internal communication
2) Funding - creditor and debtor policy.

The most interesting of the influences in relation to the permanent influences in ST, is of course the internal communication process. If the company acts here, it will often also be able to involve the other areas. In any case this area offers resources to the company. If one chooses to initiate the activities in the last week of January, one must expect slightly more difficulty because power games cannot be avoided during this specific time - also one of the ingredients of the permanent aspects. My clients often ask me if they must execute and complete all possible decisions within the time frame of the aspect - in this case by the end of January. No, this is not the case. In astrology the important thing is to initiate the decisions or activities at a time with positive influences. Such an action carries the positive energy. And of course you cannot complete thorough reengineering of the work methods, internal communication and other areas within a month. It takes much more time. Let us not forget the other areas of the company, that are also activated, and which may also be taken on.

Beginning of February 2004 - April 1st , 2004
1 positive aspect. Progressive Part of Fortune sextile MC/IC

This horoscope axis is mainly oriented towards to areas in the organization:
a) overall strategy
b) corporate culture/human resources and locations

It would probably be a natural continuation of the January activities to proceed with these and furthermore try to sketch a new strategy and overall company objective. This is also supported by the permanent challenging aspects, which more than indicated that new lines of thought are demanded. Any other changes regarding corporate culture and locations could also be initiated now with good results.

April 1st , 2004 - July 1st , 2004
1 positive aspect. Progressive Part of Fortune sextile MC continues until app. Middle of May, where it is taken over by progressive Moon trine MC - an aspect with similar qualities and effect.

2 challenging aspects. Progressive Part of Fortune opposing the Ascendant and square the Moon.

The positive aspect involves the same company areas as in the former period. The two challenging influences are related to the following:
a) management strategy
b) mergers, cooperation and external communication
c) financial strategy
d) corporate culture - locations
e) teamwork - IT

The positive aspect continues to provide the opportunity of changing the overall long-term strategy - actually it invites such actions - and the conditions related to corporate culture and locations provide the very best chances of allowing a transformation to a more fertile situation. Otherwise, this period will be more difficult than the two others because of the two challenging influences. The areas touched by the challenging aspects require new thinking by the company management. New thinking based in surfacing problems that can result in mandatory change of overall strategy, locations and corporate culture. As there are still available resources, these changes should still be possible. The company might experience implementation problems regarding decisions made in the previous period. There is, though, another possibility. That on account of possible mergers, new business relation or similar decisions, it is necessary to change strategy, corporate culture and human resources. Much depends on the plans and possibilities present in the company at the time - and the consequent decisions.

July 2004 - Beginning of August 2004
1 positive aspect: Progressive Moon trine MC.

1 challenging aspect: Progressive Part of Fortune square Uranus. Furthermore transiting Saturn opposes MC the 3 first weeks of July.

This is a turbulent as well as an ambiguous time, because the aspects pull in two opposite directions. In spite of the presence of both a challenging aspect and a positive aspect, my evaluation is that the challenging aspect has the larger effect. Therefore I will consider the positive aspect as resource potential - once the company has handled the influence of the challenging aspect. The challenging aspect refers to these organizational areas:
a) development of ideas
b) innovation (closely connected to the above)
c) teambuilding - group formations
d) IT strategy
e) foreign circumstances

The challenging aspect is very turbulent, which indicates that all above areas may be influenced by unpredictable and indefinable negative energy - "struck-by-lightening" type of problems. On the positive side the challenging aspects also offer development potential - so maybe one should give a little slack in the relevant areas - however without implementing new activities until later on. But this energy-loaded aspect may easily generate quite new ideas which may later prove useful. The more untraditional one dares to be, the better. Loosen control are the operative words. There is an area where one can plan for a long-term goal, based on the positive aspect, but one must still be careful because of the strong challenging aspect. The positive aspect refers to:
a) overall strategy
b) human resources/corporate culture and locations.

Both influences can be used effectfully by contemplating the possible realization/implementation of strategy and logistics issues later this Fall. If we look at the transit aspect which has effect during the first three weeks of July, this would be a good period to initiate any such contemplated plans.

Beginning of August 2004 - Middle of October 2004

3 brief aspects
2 positive, which are: progressive Moon trine the Ascendant, progressive Part of Fortune trine the Sun.

1 challenging aspect: cont. Aspect: progressive Part of Fortune square Uranus.

2 transiting aspects of a challenging nature. Transiting Saturn opposing Saturn. From middle of September - middle of October. Transiting Saturn square Venus. Two first weeks of October.

What I described in the former period regarding the challenging aspect to Uranus still applies. Meaning unrest, unpredictable happenings, lightning-quick restructuring. Please reread the text about this rather turbulent aspect, if necessary. But, at the same time, two very positive progressive aspects appear. Particularly the one usually has the consequence that the company - in this case ST - moves into what could almost be described as a new era within the affected areas. In this case, the areas are:
a) sales strategy
b) the learning organization
c) development of ideas
d) locations - human resources in other words, significant company areas.

The other positive aspect is strongly related to:
a) mergers - new business relations
b) external communication

My interpretation of these very different influences is that one should continue a strategy of less control. Do no try to fit future overall goals into fixed and structured paths. As mentioned earlier - it simply isn't possible. The company will constantly, in this period, experience day-to-day changes relating to legislation, foreign activities, IT strategy and development of new ideas. Do not let this advice lead to lethargy. Continue to develop the areas with positive resources. The new era predicted by the aspect, will have its beginning around August/September. If one is forced to make large and comprehensive decisions during this time, especially about overall strategy, mergers, business relations and finances, at least avoid the two last weeks of September and the two first of October where the transiting aspects are operative.

Middle of October 2004 - December 1st 2004
This is the single period of the annual prognosis, where the company only finds challenging aspects. They are: Progressive Part of Fortune square Mercury, Progressive Moon opposing the Sun.

The two transiting aspects mentioned in the former period still operate right through to December 1st . Transiting Saturn opposing Saturn and transiting Saturn square Venus.

Normally I advise my clients to keep a low profile during such period of challenging aspects. Such a time appeals to the introverted, reflective and philosophical. Don't launch new initiatives. This is just not the time. However, in a company, things are somewhat different. A company cannot lie still for 1½ month - not making the least decision. Still the above applies to the extent that it is possible for the company. Any important decision must be postponed. The information given by the aspects can luckily be used for other purposes than action. Let's take a look at which areas the challenging aspects affect:
a) finances
b) sales strategy
c) development of ideas
d) the learning organization
e) internal communication
f) IT strategy
g) group formations/group activities
h) unfair competition

So far so good. I want to repeat that when a company's decision-makers order a strategy plan, this is usually made for at least two years. This means, of course, that the company is aware of upcoming challenges many months before they actually appear. In consequence, they have the opportunity of taking precautions regarding the affected areas well in advance. And this is basically the essence of any strategy. Not leastly astrological strategy. As is now obvious, this is the strength of astrology. Who is able to tell a company that they will experience problems within certain areas within a certain period of time, plus that the company must under no condition react with activities. No one, right? As far as I know, astrologers are the only ones providing this sort of service. I will not go into every aspects, as it will be too extensive, but I want to stress that within all areas the company should prepare measures to meet with the problems. This is one way to safeguard the company. The astrological analysis should here be used to minimize the damage.

December 2004
This month offers slightly more help than the previous weeks. The two challenging aspects from the middle of October up till December 1st are still active during December. But a very strong positive aspect appears here at the end of the year, and it helps and supports new beneficial actions. The new aspect is: Progressive Part of Fortune sextile Saturn. (The 2 transiting challenging aspects to Saturn are now complete out of the picture). The positive aspect to Saturn affects:
a) long-term goals - overall strategy
b) innovation
c) foreign circumstance
d) credit conditions - funding
e) external communication - mergers, strategic alliances.

These very different aspects indicate, that one should still count on problems where the challenging aspects are operative, but that one can now start to think in long-term ways and start implementations in the above areas. Long-term strategy is connected to Saturn. In this case we are talking about long-term strategy within the areas that Saturn rule in this individual horoscope, as shown earlier. I hope that I through this description of important aspects in a strategic context have succeeded in giving the reader some insight in what astrological counseling can do for strategic planning.