Banks enter the public cloud. Autonomous vehicles disrupt insurance companies. The evolution of digital identity solutions.
The 12th edition of the study focuses on the mix of R&D spend and the shift from physical product-based solutions towards software and service solutions.
The race to build the fully connected car, and ultimately the completely autonomous vehicle, is already under way. Who will cross the finish line successfully, and where exactly that finish line is, remains to be seen.
The media and marketing ecosystem is being reconfigured and transformed by digital developments. Our latest study explores what's to come and how companies can thrive in the new landscape.
Strategy& Partners David Lancefield and Carlo Gagliardi are featured in the Harvard Business Review discussing the challenges and opportunities in payment-by-results.
In this issue: $3 Trillion. Millennials. Blockchain. Funding down.
With a growing glut in globally tradable LNG, all industry players will need to adjust their operating models. But they can succeed by carving out a focused value proposition and developing the capabilities to deliver it.
In Mergercast 56 J.Neely, a principal with PwC US and Joerg Krings, a managing director with Strategy& Germany based in Munich, discuss the growing rationale for digital deal making, why, and the M&A challenges when these companies get together.
Using customer experience (CX) to create value for your customers and business in an Age of Experience.
The next-generation sales force is organized around customer data. What sets a sales force apart from its competitors is not the data on its own, however, but the ability to analyze it and re-imagine its uses.
Understand your company's readiness to innovate and what it takes to create a stronger set of innovation capabilities by taking this short survey.
Companies need to adapt their business models to overcome the institutional voids that characterize many growth markets today. This report by PwC’s Growth Markets Centre provides insight into several examples of companies that have sought to adapt new business models when expanding in growth markets.
M&A in the global automotive supplier sector occurred at an unprecedented level in 2015, according to the Strategy& seventh annual “Consolidation in the Global Automotive Supply Industry” report. The authors believe the M&A boom in the supplier industry still has room to grow and deliver significant returns on investment.
A company's strategy is only as good as its ability to execute it. Organizational DNA — a concept and approach developed over more than a decade by Strategy& — explains why some organizations consistently deliver while others fall short. Take our brief survey to find out in minutes if your organization has the right stuff.
China’s markets can continue to be highly rewarding for companies that manage complexity well. We believe every company needs to develop a complexity management strategy, one that by definition is highly customized to each participant.
Consumer packaged goods companies that rely on agricultural produce, oil, metals, and other raw materials need an end-to-end approach to managing commodity costs and product pricing — something we call comprehensive value management.
The 2015 Digital IQ Survey identified 10 critical capabilities that correlate with stronger financial performance. Those organizations that embraced these attributes - our Digital IQ® leaders - were twice as likely to achieve more rapid revenue and profit growth as the laggards in our study.
Africa’s markets are too diverse for one business model to be successful everywhere. Companies venturing in can pick the markets that are most suitable by being more conscious of their own distinct capabilities, and by adding new capabilities that will complement them.
Health systems chief information officers must find the right balance between running the existing business and building new capabilities to help the business grow and adapt.
Mobility is more than just smartphones. It's about using technology comprehensively — across the back office, on the job site, and in how the equipment is put together — to become more effective as an organization.
Companies with limited access to analytics can still find information to improve their operational efficiency.
With its Autumn 2015 issue, strategy+business celebrated its 20th anniversary and brings you the entire history of management ideas in one interactive tool.
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.
Paul Leinwand, Senior Partner at Strategy&, discusses the emergence of the supercompetitor, new type of company that changes the very dynamics of its business environment. He also explores the role of M&A as a growth driver for these organizations.
Strategy&'s professionals around the globe have helped many of the world’s leading institutions solve some of their toughest problems, and capture their greatest opportunities. Our people are committed to our clients’ success, focused on helping you achieve essential advantage.
Per-Ola Karlsson specializes in strategy formulation, organization development, corporate center design and governance, and supports companies in the areas of change management and people capabilities.
DeAnne Aguirre is a leading practitioner in people and organization strategies and Global Leader of the Katzenbach Center of Innovation for Culture and Leadership.
Alan Gemes is an advisor to executives in the financial services industry. He has served leading banks and wealth managers in the UK and across Europe and has worked with clients in Europe, Asia and the U.S.
Paul Leinwand is Global Managing Director, Capabilities-Driven Strategy and Growth, at Strategy&. He is the coauthor of several books, including Strategy That Works: How Winning Companies Close the Strategy-to-Execution Gap (HBR Press, 2016).
Dr. Peter Gassmann leads Strategy&'s financial services practice in Europe and the Global Risk, Finance, and Regulation platform supporting clients to build holistic risk, liquidity, and capital management capabilities.
Chris Manning helps clients redefine their strategic positioning in the face of challenging or changing industry structures and dynamics. He also helps clients maximize shareholder value by defining their capabilities and developing innovative growth strategies.
Shashank Tripathi leads the India practice of Strategy&. He helps CEOs and boards with growth, diversification, and market-entry issues, and has advised executives in a variety of industries.
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.
Our work helping to plan out and execute a growth strategy for Empresas Publicas de Medellin (EPM), a major South American multi-utility provider, shows how joint PwC and Strategy& teams are collaborating to solve complex problems and deliver great results for clients.
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.
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.
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.