Enterprise strategy

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.

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Watch a short video about how we can help you address the most important priorities for your organization’s strategies.
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How we help our clients

Capabilities-Driven Strategy

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.

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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.

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Strategic innovation

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.

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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.

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Our key publications

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New HBR article highlighting the need for emerging-market companies to focus on capabilities building from the very beginning.
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Our analysis of shareholder returns of more than 6,000 companies in 65 industries globally and over a 10-year period, shows that the idea that some industries are superior does not hold true.
Creating an Organic Growth Machine
This article of the Harvard Business Review explains why they are making a big mistake and, more important, how even the most mature companies can kick-start their organic growth engine by following four straightforward rules.
The Coherence Premium
"The Coherence Premium" represents the latest in our strategic thinking: the belief that capabilities drive a successful strategy, and that only a coherent company can reliably outpace competitors.
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Cut Costs, Grow Stronger provides executives with the tools they need to rapidly implement capabilities-driven cost reduction.
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As companies look for ways to foster growth, they should consider every move through the lens of their ultimate aspiration: their ability to thrive by consistently attracting customers.

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