Adopting the right digital strategy now can dramatically improve margins – by as much as 16% on a tonne of steel.
The metals industry is facing economic, political and technological disruption, and the combined weight of these forces is the catalyst for a digital revolution among steel and aluminium makers. However, we think that embracing the use of connected machines and sensors with the ability to communicate in real time with suppliers and customers, and refining processes based on data analytics, can lead to a significant increase in productivity in this highly competitive industry.
The chemicals industry is at a tipping point: The M&A landscape changes from megadeals to more focused and technology-driven deals. The perception of digitization changes from merely boosting productivity to becoming a business strategy topic.
The demand for shared mobility will rise by at least 30% in Europe - in Asia and the US even higher. See this video and find out how the assembly plant of the future will look like. Car managers need to be data managers in the near future. Be prepared and decide now on the right production model of the future. Find out more at "Transforming vehicle production".
What to expect and how to prepare.
PwC's Strategy& conducted an in depth study in collaboration with the University of Aachen, looking into the future of the automotive environment. Mapping in detail how it is likely to change from now until 2030. Reverse mentoring, social skills, agility and teamwork are forward-looking words - watch this video to see how it all works together. Find out more at "Transforming vehicle production".
The seventh annual Digital Auto Report by PwC Strategy& is a global study with a focus on the U.S., Europe, and China. A quantitative market outlook based on detailed research and interviews with key industry executives reveal that the mobility revolution is dawning and OEMs must stake their claim.
The insurance industry is undergoing fundamental transformation. Several disruptive factors have given rise to new players with disruptive business models. This short video by Strategy& looks at how insurance players should react to this major shift.
For your organization to be successful, you need both a winning strategy and the ability to execute it. Strategy alone won’t lead to success. Many organizations are struggling with this problem. So, how do you bridge the gap between strategy and execution?
The steel industry has been confronted with dramatic changes over the last few years and is facing several disruptive factors in the future. This short video by PwC’s Strategy& looks at main industry trends and how steel executives should approach them — outlining winning ways to play of the future and what it takes to excel at those.
Although many oil and gas companies are trying out new digital ways of working, no one can claim to have “cracked it” just yet. We believe there are some basic guiding principles that companies should consider when developing their digital business models.
Growth is essential for the success of any business. But many organizations find themselves chasing growth across the board without the fundamental advantage they need to win. How do you create an engine of growth that will power your business in the long term?
Do you have a winning strategy?
Is your company strategically adrift? Or capability constrained? Or are you on the way to becoming a supercompetitor? Find out in a few minutes how well your company is positioned for success. This short survey will help you identify potential areas for improvement based on your unique starting position.
In Mergercast 60, John Boxall, Deals Director at Strategy&, PwC’s strategy consulting business; Lori Bistis, Deals Director at PwC and Paul Kennedy, Deals Partner at PwC, discuss megadeals, in the entertainment, media and communications sector; the challenges to remaining competitive, the types of deals that are prevalent, and key elements of successful integration.
Determine your company’s Fit for Growth Index score and compare your “fitness” level against competitors’. This easy-to-use online profiler will enable you to self-assess how ready your company is for growth, allow you to visualize the payoff from connecting your cost and growth agendas, and provide you with tailored recommendations based on your unique starting point.
In Mergercast 59, Dr. Roman Friedrich, a Managing Director with Strategy& Germany, based in Dusseldorf, and Rolf Meakin, Partner with Strategy& UK, based in London, discuss the risks of a business-as-usual approach for telecoms, and the need to digitize, simplify and consolidate, if they wish to remain relevant.
In Mergercast 58, principals with PwC US Tom Hansson and Abhijeet Shekdar discuss the growth challenges large, well-established food and beverage companies are facing today and how to address them against a backdrop of changing consumer tastes, impatient capital markets, high cost structures and anemic top-line growth.
In Mergercast 55 principals with PwC US J. Neely and Paul Leinwand, who is a co-author of Strategy That Works, discuss how winning companies close the elusive strategy-to-execution gap, and how these relate to choices about M&A.
Find out in five minutes if your organization has the right stuff by diagnosing its DNA. Is it Passive-Aggressive, Fits-and-Starts, Outgrown, Overmanaged, Just-in-Time, Military Precision, or Resilient? Once you know, you can keep what’s good, fix what’s wrong, and unlock great performance.
This five-minute diagnostic survey will allow you to determine where your corporate center is on the road to adding value; we also offer a few pointers on how to get there sooner, based on your responses.
Compare your “digital behavior”—how you use electronic tools and how you exchange information—with that of other people. Do you behave like a member of “Generation Connected,” even though you’re 85 years old? Or are you 25 but have fewer Facebook friends than your grandmother?
In 10 minutes this short survey will help you kick-start the process to assess whether you prioritize the right digital capabilities and where you’ll need to invest in talent and skills development to enhance them.
In the process of developing a Capabilities-Driven Strategy, you will identify alternative ways to play that your company could pursue. This exercise will help you determine whether a given way to play gives your company a right to win.