Customary practice to Capital Budgeting for satisfying needs of Information Technology development and support pursues a fragmented process and considers requests as stand-alone projects, each with its particular business justification. The approach bases most of the capital allocation on historical expenditure patterns and financial projections. It handicaps the underlying Enterprise Architecture making it inflexible and […]
About Mark Bridges
Mark Bridges is a Senior Director of Strategy at Flevy. Flevy is your go-to resource for best practices in business management, covering management topics from Strategic Planning to Operational Excellence to Digital Transformation (view full list here). Learn how the Fortune 100 and global consulting firms do it. Improve the growth and efficiency of your organization by leveraging Flevy's library of best practice methodologies and templates. Prior to Flevy, Mark worked as an Associate at McKinsey & Co. and holds an MBA from the Booth School of Business at the University of Chicago. You can connect with Mark on LinkedIn here.Author Archive | Mark Bridges
Leadership Operating Model Design
Most people believe that the value and impact of the C-level leadership originates from the number of meetings conducted, having the ability to plan for long term, and make key strategic decisions collectively. However, in reality, the C-level seldom works in unanimity to make collective decisions. They often have animosities with each other and lack […]
3 Pillars of Product Launch Strategy
Mature markets, where the customer base begins to stagnate, call for structured Organic Growth founded on a superior Customer Value Proposition (CVP). CVP encompasses all that is gained by customers for the money they pay—material as well as intangible. Customer Value can be articulated by the equation: Customer Value = (Product Performance + Service Delivered + […]
Fit for Growth
A question faced by many business leaders in today’s dynamic, uncertain, and changing business environment is: Is our organization “Fit for Growth?” In most cases, unfortunately, the answer to this question is “no.” Reasons include the manner in which costs are managed and resources deployed. The fundamental question needed to be asked is: how to […]
Pharmaceutical Supply Chain Reinvention
Majority of pharmaceutical companies are persisting with decade old processes and routines. They have transactional relationships with suppliers, lack of concerted efforts to progress ahead, and no vision to reap productivity rewards. The reasons for continuing with these traditional practices include tax regimes, regulatory hurdles, and stable revenues from customers dependent on existing industry offerings. […]
Capabilities-driven M&A
Mergers and Acquisitions (M&A) generally do not produce the outstanding results that they are envisioned and purported to provide. Some companies in certain industries, however, demonstrate consistent success when it comes to M&A. A constant question across all industries, as far as M&As are concerned, pertains to the factors that differentiate organizations with successful histories. […]
Customer-centric Segmentation
Rising competition and introduction of new ways of capturing large amounts of customer data has necessitated advancement in capabilities of organizations to foresee and fulfill customer needs and wants. Ever more B2C concerns are going all-out to Design Customer-centric organizations. Organizations pursuing Customer-centricity depend on some type of Market Segmentation. Market Segmentations assist in understanding […]
10 Hidden Strategic Opportunities
Potential opportunities always surround leaders. It is up to them to pounce on those or regret overlooking them when someone else takes advantage of them. Leaders’ personal beliefs and assumptions often clash reality. The trait is categorized as “confirmation bias” in Psychology, where individuals pick the data that supports their existing opinions and approaches and […]
3 Pillars of Globalization
Early 2000s saw a change of mind regarding the Globalization of commerce by members of the political and economic arenas. This change of mind was instigated by myths perpetuated against commerce Globalization because of the dichotomy that appeared between existing Operating Models of companies and needs of the emerging markets. These perceived trade-offs that were […]
Digital Fabrication Transformation
The conventional Business Model for Manufacturing is in the process of Transformation. Centralized production has given way to dispersed manufacturing that is customized. Conventional operating practice at large-scale manufacturers is to keep the high-cost R&D distinct from the low-cost production. Digital Fabrication is changing this operating practice. More and more Digital Fabrication Tools are being […]
6 Rs of Behavioral Change
Business Transformation initiatives are typically undertaken to solve a pressing issue, bring about improved performance, or to serve customers better. A critical element of the success of such initiatives entails transforming the existing behaviors of the employees across the organization. However, this isn’t a straightforward task. Attitudes and practices get reinforced in people by following […]
Neuroscience of Change
Business Transformation initiatives are typically undertaken to solve a pressing issue, bring about improved performance, or to serve customers better. A critical element of the success of such initiatives entails transforming the existing behaviors of the employees across the organization. However, this isn’t a straightforward task. Attitudes and practices get reinforced in people by following […]
