Corporate and Business Unit Strategy

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.
 

Building an advantaged portfolio

​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?

Future of mobility trends

If you're part of the global mobility ecosystem—or would like to be—get ready for a sea change that extends far beyond trends in the automotive industry.

Center for the Long View

The Center for the Long View (CLV) is Deloitte’s Competence Center for the development of innovative strategies based on the design of scenarios. We assist decision-makers to develop robust strategies for companies and organizations - the future is yours to manage!

Thriving in a world of ecosystems

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.”