Corporate and Business Unit Strategy


Corporate and 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.

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.

Your Challenge

We live in a world of mounting performance pressure and increasing uncertainty. In this world you want to make the strategic choices that create a unique position and deliver superior and sustainable financial results compared with your competition.

Why Deloitte

We are:

  • choice driven and help clients make decisions
  • collaborative and co-create with clients
  • innovative and it shows in the heart of what we do
  • growth focused and success driven
  • dynamic and iterative in our approach
  • anticipatory of client needs and we mobilize quickly

Our Solution

Monitor Deloitte will drive better, faster and more executable choices to drive results

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?

Strategic capabilities: bridging strategy and impact

In today’s dynamic world, we face the ongoing need to identify and develop new capabilities to respond to changing customer demands or competitive threats.


Peter Sanders

Peter Sanders


Over the past decade I enjoyed supporting my international clients within the manufacturing, Oil & Gas offshore, maritime and construction industry with their strategy development, Corporate and Compe... Meer