M&A strategy when the obvious targets are gone
How companies can build a stronger acquisition radar by connecting portfolio logic, target intelligence and strategic fit before competition intensifies.
Read articleMacro area
Business strategy
Define business strategy through rigorous choices on growth, positioning, portfolios, resources and execution.
Discover the macroMacro area
Sales, marketing and growth strategy
Align sales, marketing and growth strategy around markets, customers, channels, demand and commercial performance.
Discover the macroMacro area
Customer, market and demand intelligence
Build customer, market and demand intelligence to understand behavior, shifts, opportunities and commercial priorities.
Discover the macroMacro area
Analytics, data and decision systems
Turn data, analytics and decision systems into clearer insight, stronger choices and more effective execution.
Discover the macroMacro area
Corporate finance
Address corporate finance decisions across capital structure, valuation, performance, transactions and investment.
Discover the macroRelated capabilities
B2B business strategy
Build B2B strategies around customer economics, buying complexity and defensible sources of competitive advantage.
B2B and account-based growth
Build B2B growth around priority accounts, buying dynamics and coordinated commercial engagement rather than lead volume alone.
B2B market and buyer intelligence
Reveal how B2B demand forms, who shapes buying decisions and what changes customer priorities, timing and choice.
Business performance and decision systems
Connect performance, forecasts and decision logic into systems that help leaders manage the business with greater clarity.
Cost, margin and profitability strategy
Reveal where business economics create or erode margin and reshape the structural drivers of sustainable profitability.
Editorial overview
Articles
The next productivity frontier is end-to-end flow
How integrated planning, process intelligence and operational management systems can unlock productivity beyond local efficiency programs.
Read articleFocus
Accountability becomes real when governance connects ownership, authority and consequence
Management governance determines who owns outcomes, how performance is reviewed and where issues are decided.
Which risks could actually change the project outcome?
Long risk registers can obscure the small number of interconnected exposures capable of materially changing project economics.
Strategic challenges
Which transformations are essential, and which are merely desirable?
The challenge is narrowing a broad change agenda into the few shifts required to alter enterprise performance or strategic position.
Can accountability become clearer without simply redrawing reporting relationships?
The challenge is translating required work into roles and structures without creating overlap, gaps or excess hierarchy.
POV
Food supply can be globally abundant and commercially fragile at the same time
Aggregate availability matters less when the specific ingredient, route or origin a business depends on becomes constrained.
Do not redesign an organization until you can explain why its current system performs
Diagnosis without causality invites generic solutions; design should respond to mechanisms, not weak metrics.
Strategic impact
A clear separation model reduces hidden dependencies before transition begins
Mapping shared services, assets and systems helps define what transfers, what remains and what must be rebuilt.
A clear offer portfolio improves decisions on investment and commercial focus
Defined roles and economics help management decide what to grow, reshape, bundle, simplify or remove.
What we observe
Operating model redesigns often begin with organization charts instead of enterprise work
Changing reporting lines first can preserve broken processes, ambiguous interfaces and outdated decision mechanisms.
Companies often jump to acquisition before testing lower-commitment alternatives
Ownership can appear decisive while creating unnecessary capital intensity, integration risk and long-term rigidity.