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?
3D-Printing has outgrown its status as a niche technology. Being a key component and enabler of Industry 4.0, 3D-Printing evolves as a practicable alternative not only in product development but also in conventional manufacturing. Watch our video to find out more about 3D-Printing's revolutionary potential and what's in it for your business.
Operational Excellence is the basis for a successful transformation and for the management of future challenges. Find out more about our “Enterprise Wide Operations Excellence” (EWOE) approach in this video.
Precision medicine represents both a business and clinical opportunity for multiple healthcare stakeholders. At times of significant healthcare challenges, it is a clear means of combining emerging technologies with in-depth disease understanding to deliver better care to patients. Pharmaceutical companies can seize this opportunity — or ignore it and watch their competitors pass them by.
Strategy&, PwC's strategy consulting business continues to examine the role of a digital leader, who they are and where they come from and how the type of digital executive is directly correlated to the company's specific mission and requirements. The latest study reveals that companies are making a concerted effort to become a digital organization and require digital leaders to lead this transformation.
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 57 Arjun Saxena and Doug Stotz, principals with PwC US, discuss a potentially game-changing dynamic: why the bank sector needs $600 billion worth of M&A. The authors look at market forces transforming the sector, the unique challenge for smaller banks, and deal implications of new regulation.
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.
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.
In this two-part Mergercast series Thomas Flaherty, a principal with PwC US, discusses a popular method of value creation – divestitures. Part 1 discusses why carve-outs are growing in popularity, competitive considerations a company should address before conducting a divestiture, and how best a company can create addition by subtraction. Part 2 addresses the tricky business of execution.
Leading practitioners of Strategy&, PwC's strategy consulting business, and principals with PwC US, Randy Starr and Hunter Hohlt discuss how in recent years companies across all sectors have been the target of activist investors. Citing examples in the Aerospace and Defense industry, they outline some of the business strategies employed by companies that make them particularly vulnerable, and tactics they can employ to decrease their attractiveness to activists.
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.
In episode 52 of Strategy&'s Mergercast, Larry Jones and Joe Duerr, leading practitioners in the strategic value consulting group of the PwC U.S. deals practice, discuss how companies can best utilize their most potent weapon against shareholder activists: insider knowledge.
In episode 51 of Mergercast, principals with PwC US J Neely and John Jullens discuss the insights from Strategy&'s study "Deals That Win". Focused on the role of capabilities in M&A, the study reveals that achieving a capabilities fit in deals matters more than ever. In fact, deals that leveraged the buyer’s key capabilities, or helped it acquire new ones, produced significantly better shareholder returns than the market, or deals with other rationales in mind.
In this 50th episode of our show, Strategy& Senior Partners Gerald Adolph and Tom Flaherty, Strategy& Partner J Neely and PwC Deals Partner Gregg Nahass look back at the deals environment in 2006, the year the Mergercast by Strategy& podcast was launched, and contrast it with the M&A environment as it stands today. The four panelists also explore how the deal-making process has changed over that time, the importance of capabilities in mergers and acquisitions, the return of the megadeal, and the role of velocity and impatience in transactions.
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.