Corporate & Business Unit Strategy
In an increasingly uncertain and changing environment, we help clients create executable strategies for growth and value creation, portfolio optimization, differentiation and disruption.
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Monitor Deloitte's Corporate and Business Unit Strategy practice helps the largest and most innovative companies define their strategic direction and make key choices both at the level of the whole corporation and for specific business units or geographies. This includes strategic planning, corporate portfolio optimization, growth identification (organic and inorganic), competitive strategy, new market entry, and scenario planning.
We also go beyond strategy definition to help organizations take the next steps to execute their strategy and make it real. This includes strategic cost reduction programs, capability design, M&A strategy, and dynamic strategic planning systems. From strategy to implementation, we offer custom-tailored services and deep industry insights to tackle the most complex challenges in business.
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Understand that strategy demands choices. Because organizations rarely have sufficient resources, it is critical to identify, stay focused on, and make effective choices about which markets to compete in and how to succeed in those markets. We help leadership teams to imagine options and agree to a set of critical choices and actions.
Appropriately integrate strategic choices across the enterprise to realize the full power of an aligned organization. It’s important to make connections across the business that link strategic aspirations and choices with operating models and investments, so the work of the organization adds up to competitiveness in the market.
Seek aligned action from the top. With clear strategy choices made and the organization working harmoniously toward that strategy, senior executives should be effective stewards of the strategy over time, championing the strategy consistently across functions, investments, and activities and making decisions that keep their functional areas moving in the same direction.
Thinking disruptively to define the full potential. Traditional sectors are being disrupted in a number of ways. Customers expect more; digital enables a fundamentally different way of delivering value. To identify and assess different choices, executives need to combine sector and business intimacy, with innovative and disruptive thinking.
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One of the central objectives of corporate strategy is for executive management to think holistically about a company’s portfolio of businesses–conceiving and spearheading ways to make the aggregate value of a company’s holdings durable over time, and greater than the sum of its parts. This vital mission comprises two central questions: In which businesses should we participate? And, how do we create value within and across our businesses? In other words, where will we play and how will we win, at the portfolio level?
Our research finds six distinct roles, or ‘faces,’ most CSOs must present, at different times and in varying degrees, to be successful; optimizing this allocation of effort is no easy feat.
We’re familiar with ecosystems in the natural world—communities of living organisms interacting with each other and their shared environment, competing and collaborating simultaneously, creating and sharing resources, and adapting together in the face of inevitable external disruptions. Many of these same ideas can provide key insights into understanding today’s business world where ever-denser and richer networks of connection, blurring boundaries, collaboration, and interdependence foster the arrival of continuously evolving “business ecosystems.”
Deloitte's Center for the Edge develops original research and substantive perspectives on new corporate growth. We help senior executives make sense of and profit from emerging opportunities on the edge of business and technology.