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.
More reports and studies
This study 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?
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.
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.
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.
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