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STRATEGY MATTERS !!!
TAILORED + DISRUPTIVE
= EFFECTIVE
"When one of our partner walks through your door, he is thinking about new and innovative ways for you to compete."
Staying ahead of relentless change requires more than just better strategies. It demands that executives remain abreast of emerging strategic phenomena as well as innovative approaches and new tools for planning development. H+D Consulting Group ’s Strategy practice is committed to exploring the emerging frontiers of strategy and distilling their most important lessons and insights for clients:
- Which Internet Strategy should be applied, where and when?
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What are the different options crossing media?
- Where can we find real advantages in a Networked World?
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How should we mix Digital Strategy and Intellectual Property?
Business unit strategy entails knowing what business you are (or should be) in, understanding the current and future sources of competitive advantage in that business, and then defining a plan to capture and sustain an unassailable relative advantage over competitors. Several questions are central to the development of a business unit strategy:
- How well are we positioned in relation to competitors?
- What can we do to enhance our relative advantage?
- What can we learn from customers today to better compete tomorrow?
- What specific moves will position us for greater success?
- Can our current business model take us into the future?.
Many executives see their organizations’ strategy-development processes as bureaucratic rather than insightful more focused on the past rather than on developing future competitive advantage. Five questions are at the heart of the dialogue on how to improve the quality of planning:
- How can we best generate the creative insights that lead to competitive advantage?
- How do we increase our agility and preparedness in the face of a volatile environment?
- How do we best translate strategic vision into corporate plans and annual budgets?
- How can we foster alignment to ensure our strategy is transformed into action?
- What processes will achieve our objectives most efficiently?
Being a good operator is no longer enough. Management of the corporate portfolio is crucial to sustained superior value creation. To remain on top in today’s environment, companies should focus on answering several important questions:
- How can we manage our portfolio for long-term sustainable value creation?
- Which businesses should be our growth platforms going forward?
- Which can be our "cash machines?"
- How should we differentiate goals, metrics, and incentives?
- What should we do with our non-core operations?
"The success of any enterprise depends on knowing what business you are in or should be in, understanding the current and future sources of advantage in that business, and capturing and maintaining an unassailable advantage."
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