LEAD · TRANSFORM · GROW
We drive transformation and accelerate growth
We believe analysis and insight gathering is critical to transformation efforts because it’s the foundation and vision from which strategy operates.
The formula is simple: come up with key questions and answer them with a mix of numbers, market knowledge and customer experiences.
The insights that follow paint a clear customer value proposition, identify opportunities, and outline the changes needed within the business.
Critical initiatives go to top executives.
What comes with it is a sea of materials, communication needs, cross-functional engagement, and follow-ups…all on a timeline of “ASAP”…on top of the daily management of the business.
Organizations tend to forget: Management capacity is a finite resource.
Our work focuses on leading cross-functional programs powered by a small, agile team of talented individuals who work alongside existing teams.
Business management pioneer, Peter Drucker, often said “You can’t manage what you can’t measure” and we firmly believe in this idea. With a transformation a weekly email or pulse check just does not cut it.
If a company’s vision will be realized, it needs the organization engaged and measuring “engagement” is tricky.
The digital consumer is difficult to catch and moves quickly, typically in an unpredictable manner and often without notice. As a result, retailers attempt a wide variety of ways to both please their customers as well as their shareholders. In today’s article, we highlight three interesting trends which companies employ as they strike the required balance.
Most analysts and observers of the retail space are not quite ready to declare the once dominant category-killer dead, however the financial picture is causing distress. We ask the obvious questions: what happened and how can it be fixed? We then outline solutions to aid the recovery.
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“[The firm] did a great job and went above and beyond what was required.”