The following articles were written by Strategy& partners and other senior professionals on key topics in the organization and change sector.
In the Middle East and North Africa (MENA) region, family businesses face significant common challenges.They are dealing with problems of generation transition, an increasingly...
GCC companies must develop powerful capabilities through internal development, mergers and acquisitions, or partnerships if they want to maintain their growth and improve their positioning.
The GCC countries are in a fiscal crunch. All GCC governments have announced spending cuts, but conventional strategies, such as across-the-board or narrowly focused cuts, could do irreparable harm to GCC countries’ economic and social development.
Most large organizations struggle with bureaucracy, which can slow a company’s ability to respond to market changes and distract the company from building the differentiating capabilities it needs to grow.
GCC business leaders seeking to compete with best-in-class companies abroad should rigorously harness the emotional energy of their organizational culture.
Strategy&’s Fit for Growth* approach offers telecom operators a path to growth and profitability.
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GCC family businesses can leverage a critical source of competitive advantage: the women of the family. Business leaders and governments should encourage the region’s high level of female education and training, the gradual growth in women’s labour participation and entrepreneurship, and women’s involvement in family firms’ governance and succession plans.
In the Middle East and North Africa (MENA) region, as elsewhere, the economic crisis is changing the way that companies do business. For the CFOs of MENA-based companies, it is causing an evolution in their roles. In a survey of regional CFOs, we found that their major priorities involve leading their organizations through the economic crisis while capturing potential growth. In this regard, they should actively manage the balance sheet, while providing input regarding the development and implementation of corporate strategy. To accomplish their goals, CFOs must swiftly develop their agenda, focusing on four key themes: extracting value from current operations; regularly assessing and assuring the enterprise’s financial health; managing the corporate portfolio; and securing optimal funding sources.
To navigate the global downturn and even prosper in the process, corporate leaders must take a step back and consider how best to implement long-lasting and effective initiatives aimed at fundamentally improving the way their companies operate. This perspective explores the commonly observed issues and derailers surrounding companies’ business models in light of two important questions they currently face: Have we built into our operation the flexibility and resilience necessary to survive this crisis? Is our business model appropriate for navigating and succeeding in this global downturn?
The value of shared-services organizations will be in their ability to work closely with internal customers to identify needs and to effectively source appropriate services on the open market. This requires new capabilities in areas such as strategic sourcing, development of third party alliances, and application of e-commerce techniques to match internal demands with external suppliers.
Shared services is a model for delivering corporate support, combining and consolidating services from headquarters and business units into a distinct entity based on market-like principles. Winning companies will mobilize capabilities in support of market objectives, including support services for internal customers.
Peer into the hallways of any business unit, and you will likely find "shadow staff", people performing tasks that duplicate those performed elsewhere in the organization. No matter the industry, shadowm staffs lurk in the corners of most large enterprises. Once brought to light these positions can add another 30 to 80% to total support staff head counts.
Companies have invested millions of dollars and accumulated years of experience in running highly efficient internal shared services operations. Now many are wondering how to unleash the next wave of value. Many believe that the next breakout strategy will take the form of an extended enterprise play, in which shared services will move beyond the walls of the corporation, either as a seller of services to external customers or as a buyer and aggregator of external services for internal clients.
* Fit for Growth is a registered service mark of PwC Strategy& LLC in the United States.