For years, strategies have been developed all over the world that look great on paper, but don’t thrive in the real world. We have a different approach to strategy. It starts with what your company is uniquely good at and draws on your greatest strengths.

It builds in execution from day one and every day thereafter, so there’s never a gap between the strategy and its execution. It shapes your future and positions your company to succeed as markets change.

This defines what we do at Strategy&.

#StrategyThatWorks

Only the innovative survive
Growth in retail is no longer dependent solely on the quality of the product, the loyalty of the customer, or past success. In this report we examine the European retail scene with fresh data from the Netherlands, Britain, France, and Germany.
Catalyst or threat?
The state of financial services digitization in the European market and how financial services institutions should adapt to a new Payments Services Directive (PSD2) that will regulate third party payment providers and foster innovation across Europe.
Strategy& European Banking Outlook 2016
European banks need to drastically transform their business models to become sustainably profitable and earn their costs of equity. Read three innovative strategic options for what traditional banks could become in this report.
Bold Moves in Retail
Retail in the Netherlands is in a state of turmoil. 5 bold moves to shake things up.
SoundBite: Why strategy matters
Cesare Mainardi and Paul Leinwand provide a practical guide for using capabilities to build your company’s engine for growth.
The 2015 Global Omnichannel Retail Index
High mobile penetration and retailers making investments into omnichannel shopping experiences ensure U.K. is a retail powerhouse. 
The 2015 Global Innovation 1000
For the 11th year, Strategy&, PwC's strategy consulting business, examined the R&D footprint of some of the world's top companies. We look at how much they are spending on R&D, where, and how that spend has shifted since our last study on this topic in 2008.
Connected Car Study 2015
Over the next five years, the connected car could disrupt the entire automotive ecosystem.
European airports operating
Strategy&'s latest benchmarking study of European airport operators examines operating cost, revenue, EBITDA and passenger numbers between 2010 and 2014 for selected European airports.
s+b turns 20
With its Autumn 2015 issue, strategy+business celebrated its 20th anniversary and brings you the entire history of management ideas in one interactive tool.
Deals That Win
Twelve years of data show that mergers and acquisitions that apply or enhance capabilities produce superior returns. See for yourself what the benefits are in conducting deals that are capabilities-driven.
The digital future of creative Europe
Digitization and the internet are often named as the root causes for some of the creative industries’ biggest problems - but a report released by Strategy&, and commissioned by Google Inc., has found that the vast majority of all growth generated in today’s creative industries is digital.
European grocery retail 2020
European grocery retailers currently face a significant and growing problem of overcapacity, which threatens their future earnings. We believe the solution is to focus on three levers: (1) merchandising excellence, (2) better store performance management, and (3) developing a more distinct "ways to play."
By 2020 online sales in the NL will have grown considerably: 2.0 to 2.5 million m2 of sales area in urban areas will have become redundant. This is one of the findings in Strategy&’s Study ‘Footprint 2020: Offline retail in an online world’. Retailers should start developing their physical and virtual footprint to prepare themselves.

 

read more
A large regional health system set an ambitious goal of achieving a 20% reduction on its $500 million cost base for centralized and facility-based support functions. Strategy& helped the leadership team identify up to $120 million in annual savings and $13 million in margin improvement.
read more
A leading international telecom company, in anticipation of its expansion into eight international markets, was looking for a more strategic and systematic approach to allocating its marketing spend across geographies. Find out how we helped design its systems, dashboards, and analytics.
read more
In September 2005, the Chief of Naval Operations, Admiral Michael Mullen, challenged his acquisition community to reduce Virginia-class submarine construction costs by 20%. See how Strategy& streamlined design costs for a large U.S. nuclear shipbuilder.

Our clients and our work

Our heritage of working on clients’ toughest problems, combined with the breadth and depth of the PwC network, means that we deliver speed, certainty, and impact. Whether it’s devising a corporate strategy or building capabilities by transforming functions and business units, we’ll help you create the value you’re looking for.

read more >

 

Strategy That Works

For years, strategies have been developed all over the world that look great on paper, but don’t thrive in the real world. We have a different approach to strategy. It starts with what your company is uniquely good at and draws on your greatest strengths.

It builds in execution from day one and every day thereafter, so there’s never a gap between the strategy and its execution. It shapes your future and positions your company to succeed as markets change.

This defines what we do at Strategy&.

#StrategyThatWorks

 


What's new

Only the innovative survive
Growth in retail is no longer dependent solely on the quality of the product, the loyalty of the customer, or past success. In this report we examine the European retail scene with fresh data from the Netherlands, Britain, France, and Germany.
Catalyst or threat?
The state of financial services digitization in the European market and how financial services institutions should adapt to a new Payments Services Directive (PSD2) that will regulate third party payment providers and foster innovation across Europe.
Strategy& European Banking Outlook 2016
European banks need to drastically transform their business models to become sustainably profitable and earn their costs of equity. Read three innovative strategic options for what traditional banks could become in this report.
Bold Moves in Retail
Retail in the Netherlands is in a state of turmoil. 5 bold moves to shake things up.
SoundBite: Why strategy matters
Cesare Mainardi and Paul Leinwand provide a practical guide for using capabilities to build your company’s engine for growth.
The 2015 Global Innovation 1000
For the 11th year, Strategy&, PwC's strategy consulting business, examined the R&D footprint of some of the world's top companies. We look at how much they are spending on R&D, where, and how that spend has shifted since our last study on this topic in 2008.
s+b turns 20
With its Autumn 2015 issue, strategy+business celebrated its 20th anniversary and brings you the entire history of management ideas in one interactive tool.
The 2015 Global Omnichannel Retail Index
High mobile penetration and retailers making investments into omnichannel shopping experiences ensure U.K. is a retail powerhouse. 
European airports operating
Strategy&'s latest benchmarking study of European airport operators examines operating cost, revenue, EBITDA and passenger numbers between 2010 and 2014 for selected European airports.
Deals That Win
Twelve years of data show that mergers and acquisitions that apply or enhance capabilities produce superior returns. See for yourself what the benefits are in conducting deals that are capabilities-driven.
Connected Car Study 2015
Over the next five years, the connected car could disrupt the entire automotive ecosystem.
The digital future of creative Europe
Digitization and the internet are often named as the root causes for some of the creative industries’ biggest problems - but a report released by Strategy&, and commissioned by Google Inc., has found that the vast majority of all growth generated in today’s creative industries is digital.
European grocery retail 2020
European grocery retailers currently face a significant and growing problem of overcapacity, which threatens their future earnings. We believe the solution is to focus on three levers: (1) merchandising excellence, (2) better store performance management, and (3) developing a more distinct "ways to play."
By 2020 online sales in the NL will have grown considerably: 2.0 to 2.5 million m2 of sales area in urban areas will have become redundant. This is one of the findings in Strategy&’s Study ‘Footprint 2020: Offline retail in an online world’. Retailers should start developing their physical and virtual footprint to prepare themselves.

 

Client impact

Our heritage of working on clients’ toughest problems, combined with the breadth and depth of the PwC network, means that we deliver speed, certainty, and impact. Whether it’s devising a corporate strategy or building capabilities by transforming functions and business units, we’ll help you create the value you’re looking for..

read more
Faced with a future of reimbursement reductions and declining revenue yields, a large regional health system set an ambitious goal of achieving a 20% reduction on its $500 million cost base for centralized and facility-based support functions. Strategy& helped the leadership team identify up to $120 million in annual savings and $13 million in margin improvement.
read more
A leading international telecom company, in anticipation of its expansion into eight international markets, was looking for a more strategic and systematic approach to allocating its marketing spend across geographies.
read more
Find out how Strategy& streamlined design costs for a large U.S. nuclear shipbuilder.

 

strategy+business

Thought leadership and management magazine published by Strategy&.

Please explore our extensive coverage of business strategy, organizational leadership, and the trends underneath everyday business news headlines. Our purpose is to illuminate the complex choices that leaders face — in corporate strategy, marketing, operations, human capital, public presence, governance, and other domains — and the impact of their decisions.