Strategy That Works
For years, strategies have been developed all over the world that look great on paper, but don’t thrive in the real world. We have a different approach to strategy. It starts with what your company is uniquely good at and draws on your greatest strengths.
It builds in execution from day one and every day thereafter, so there’s never a gap between the strategy and its execution. It shapes your future and positions your company to succeed as markets change.
This defines what we do at Strategy&.
November 15, 2016
Banks enter the public cloud. Autonomous vehicles disrupt insurance companies. The evolution of digital identity solutions.
October 25, 2016
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.
June 5, 2016
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.
June 3, 2016
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.
June 2, 2016
Strategy& Partners David Lancefield and Carlo Gagliardi are featured in the Harvard Business Review discussing the challenges and opportunities in payment-by-results.
June 1, 2016
In this issue: $3 Trillion. Millennials. Blockchain. Funding down.
May 29, 2016
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.
March 8, 2016
Using customer experience (CX) to create value for your customers and business in an Age of Experience.
May 29, 2016
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.
March 3, 2016
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.
February 10, 2016
Understand your company's readiness to innovate and what it takes to create a stronger set of innovation capabilities by taking this short survey.
January 15, 2016
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.
January 14, 2016
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.
December 22, 2015
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.
December 16, 2015
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.
December 1, 2015
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.
November 17, 2015
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.
November 4, 2015
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.
August 31, 2015
With its Autumn 2015 issue, strategy+business celebrated its 20th anniversary and brings you the entire history of management ideas in one interactive tool.
October 9, 2015
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.
September 28, 2015
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.
September 10, 2015
Companies with limited access to analytics can still find information to improve their operational efficiency.
July 14, 2015
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.
February 3, 2015
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.
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.
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.
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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.