Strategy Practice helps clients develop corporate
and business unit strategies that improve operating
and capital market performance. These strategies
work in many ways - exploiting structural changes
in a globalizing economy, building businesses
around "intangible" assets (such as
intellectual property, brands, talent and networks),
serving unmet customer needs more creatively,
as well as fostering improvements on many "traditional"
is to help senior executives take new perspectives
on competitive strategy that build on their own
market and competitive insights. We assist business
strategists with a number of tools, including
strategy under uncertainty, game theory, business
dynamics, real option strategy and negotiation
value added. Making the corporate "whole"
worth more than the sum of its parts is the biggest
challenge facing many multi-business companies.
We work with clients to define a role for the
corporate center that goes beyond monitoring operations,
allocating resources and coordinating shared functions.
We help the corporate center shape the company's
direction and boundaries and identify privileged
capabilities and insights.
business building. Intangible assets
include capabilities or resources such as intellectual
property, brands, networks and talent. Uncovering
strategic options hidden among the intangible
assets in companies' core businesses can provide
new growth avenues. We help companies review their
portfolios to identify such growth potential.
Business Unit / Product Line Strategy
under uncertainty: We work with clients
to formulate strategies that take advantage of
the opportunities presented in highly uncertain
business environments while also managing the
risks. We give clients tools, frameworks and planning
and decision-making processes that help them make
solid strategic choices, even in turbulent markets.
Competitive dynamics: When companies
implement major strategies, there is always uncertainty
about how competitors and potential new market
entrants will react. We have developed approaches
based on game theory to help clients better predict
and shape these competitive dynamics. These approaches
can be applied to a variety of strategic issues,
including pricing, market entry and exit, capacity
management, mergers and acquisitions and R&D
strategy. We sometimes use competitive "war
games" to help client executives "live"
in their competitors' shoes and develop new insights
into market dynamics.
Core strategy concepts: Successful
businesses have a sense of where and how to compete,
an understanding of the competitive landscape
and the ability to generate and evaluate ideas
for maximizing value. We work with clients to
refine their approach to business unit/product
line strategy, including setting aspirations,
developing a mission and vision, clarifying value
propositions, analyzing industry dynamics and
generating strategic options.
strategy development: We have developed
several approaches to help clients generate innovative
ideas. The "killer idea" approach poses
provocative questions that were "reverse-engineered"
from recent breakthrough business ideas.
Business unit/Corporate planning processes:
We studied 26 best-practice companies to identify
attributes of successful planning processes. We
discovered that they generally provoke questions
and facilitate conversations rather than creating
documents, rely on facts to make key decisions,
and involve those expected to implement the strategy
in the planning process. We use these insights
to help clients reinvent their strategic planning