STRATEGY ALIGNMENT AND ARCHITECTURE

But these important concepts represent some of the continuously changing variables requiring your business’s rapid response. Your challenge is sifting through the jargon—and all the information behind the jargon—to develop an actionable plan for success.

Yes, you can design your business’s success amidst ever-evolving circumstances in technology, economy and culture, and we can help. In partnership with us, you will architect from the outside in, align from the inside out, and design your business for agility and sustainability.

Learn how we can work together to embed strategy in everything you do.

Business is constantly changing. Are you?

Kodak (1889-2012). Polaroid (1937–2001). Toys “R” Us (1948–2017). Tower Records (1960–2004). Borders (1971–2011). Blockbuster (1985–2010).

As business, in general, changed in the 21st century, these companies failed to adapt and subsequently failed altogether.

Sustainability in the modern marketplace requires business agility, or the willingness and ability to respond to changing business dynamics in a flexible, adaptive and rapid manner.

Businesses that have agility are invested in continuous improvement and more often prioritize collaborative structures and innovative processes. Businesses that lack agility are invested in the status quo and often prioritize hierarchical structures and obsolete processes.

The good news is, if your business is not willing or able to respond to changing business dynamics in a flexible, adaptive and rapid manner, we can get you there.

Learn how we can help you pivot with agility.

The biggest challenges rise to the top. Are your execs prepared?

Determining how to keep a company fit for purpose while producing exceptional results is a perennial challenge for today’s business leaders. Executives are under constant pressure to drive outcomes by continuously optimizing strategy, operations and culture.  

At any given point in time, you and your leadership team grapple with external threats that might fragment your business—the next set of marketplace disruptors, ever-changing customer demands, myriad partner needs, etc.

Plus, you face the internal struggles of managing any business: setting the strategic direction, keeping operations on track, forecasting financial standing, analyzing mountains of data, keeping pace with technology, defining a remarkable brand, fostering a healthy workplace, and so on.

Think of us as executive thought partners. Our expertise spans the spectrum of external threats and internal struggles your leaders face. Together, we can work through your biggest leadership challenges with clarity and confidence. 

Learn how we can help you lead with strategy.

Business deals should be good for business. So why do they fail?

Companies merge, acquire or divest with hopes of growing or profiting, but all too often—about 50% of the time—these hopes are dashed as the deal fails.

Mergers, acquisitions and divestitures rarely fail due to poor target screening or due diligence; they fail in execution or implementation. Why?

The unique challenges of integration or separation require specialized competencies that many businesses do not develop as part of their day-to-day. Mergers, acquisitions, and divestitures are not, after all, a daily occurrence.

When integrating or separating, can your business:

• Simultaneously plan the transaction strategy and transaction execution?
• Communicate a well-defined rationale for the merger, acquisition or divestiture? Align the deal’s strategy with enterprise portfolio management? Maintain focus on market realities and stakeholder expectations?
• Balance the new operating model? Enable capabilities required for scaling up or down? Clearly define new processes and procedures? Drive accountability to meet new targets? Align technology and systems? Inspire culture change?

Without these specialized competencies, integration or separation can be the Achilles’ heel of any business deal. Failure to plan for the strategic, cultural and operational challenges of merging, acquiring or divesting can mean failure to achieve the hoped-for growth or profit that initiated the deal.

We specialize in planning for and rising to the challenges of integration or separation so that your merger, acquisition, or divestiture is a strategic, cultural and operational success.

Learn how we can help you integrate or separate seamlessly.