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
Change management and organizational effectiveness
Align people, structures and ways of working to make organizational change effective, durable and grounded.
Discover the macroRelated capabilities
Enterprise operating model strategy and design
Design how the enterprise distributes accountability, capabilities and decisions to translate strategy into coordinated execution.
Organizational decision rights and governance
Clarify where organizational decisions belong and how authority, input, challenge and escalation should work.
Cross-functional organization and coordination
Design clearer ownership, interfaces and coordination where critical outcomes depend on multiple functions working together.
Performance management and accountability systems
Connect objectives, measures, reviews and accountability so performance evidence translates into management action.
Related industries
Editorial overview
Articles
The digital customer journey is becoming the market
How discovery, experience and behavioral signals across digital channels can reveal where demand is forming before revenue shows it.
Read articleFocus
What still deserves to be saved?
Recovery becomes possible when management distinguishes valuable businesses and capabilities from activities preserved mainly through history or optimism.
Zero trust replaces assumed access with continuous evidence of legitimate need
The model shifts control toward identity, device posture, context and explicit authorization across environments.
Strategic challenges
Is security organized around real risk or around inherited functional boundaries?
The challenge is allocating responsibilities without creating gaps, duplication or excessive dependence on central teams.
Can governments scale AI without scaling public-sector risk with it?
The challenge is moving beyond pilots while strengthening data governance, procurement, transparency and evidence that technology actually improves services.
POV
Saving the project is not always the same as saving the investment
Turnaround should protect remaining economic and strategic value, not defend sunk cost, reputations or the original project plan.
Autonomy should be earned, not assumed
A machine should gain decision authority only where its behaviour can be understood, tested and contained under real operating conditions.
Strategic impact
Alternative suppliers are not always substitutes
Technical compatibility, qualification time, geography and scale can make apparent sourcing options far less interchangeable than they look.
A clear workforce strategy aligns people choices with future enterprise needs
Defined priorities help leadership decide where to build capability, reshape roles, redeploy capacity or change workforce composition.
What we observe
Procurement often knows the supplier better than the supplier market
We frequently see detailed vendor knowledge without a comparable understanding of external capacity, competition or cost dynamics.
Segmentation often describes consumers without changing strategy
We frequently see detailed personas that create little guidance about which customers, occasions or economics should actually be prioritised.