We at PwC’s Strategy passionately hold that a few differentiating capabilities drive an organization’s identity. Knowing what your organization does better than anyone else and turning that into a way to play — and a way to grow — leads to lasting success. We call this capabilities-driven strategy, and it’s fundamentally different from the way most organizations have come to see "strategy," which is as some combination of a high-level vision and a plan created through a perfunctory annual exercise that leads to short-term thinking, endless new initiatives, and bureaucratic churn.
Our capabilities-driven approach helps leaders bring speed, selectivity, and coherence to their organization’s decision making and execution. We typically begin by asking clients which of the following is most important for their strategies today:
- Clarifying, refreshing, or rethinking your right to win?
- Finding new headroom for growth in your markets?
- Developing more innovative strategies, or more strategic innovations?
- Creating value beyond the sum of your parts?
Knowing your priorities, we will work with you to identify and build the differentiating capabilities you need to thrive. The result will be a unique, coherent, and practical leap ahead for your strategy — and your organization’s performance.
How we help our clients
Your right to win depends not just on your external market positioning, and not just on your internal capabilities — but on a coherent strategy that aligns both of them at every level of your business. With our Capabilities-Driven Strategy approach, we can help you create your own unique right to win.
Headroom for growth
Your best opportunities for growth are in your current markets, but too often they are hiding in plain sight. Our headroom for growth methodology will help you find and act on your best opportunities for organic growth — and for M&A as well.
Stop brainstorming. Quit benchmarking. Forget best practices. Don’t think blue sky or blue oceans. Instead, try using our strategic intuition approach to develop more innovative strategies and more strategic innovations — it’s based on how innovation really happens — from creating new ideas to realizing their promise.
Next-generation corporate strategy
Every multiline enterprise is a collection of individual businesses, but none thrive without a strategy that adds value beyond the strategies of its individual businesses. Finding this value takes what we call next-generation corporate strategy.