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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

IT-1

Information Technology (IT) Redesign

Disruptive change has put a tremendous strain on organizations and their IT departments.  The capabilities of the IT talent is declining due to inadequate technical education and aging workforce.  Legacy systems and diverse IT applications are frequent across most organizations.  Mergers and Acquisitions have become a norm, pushing vendors to form alliances.  Mobile devices, tablets, […]

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Stock Image 1 - 3 approaches to Global Innovation

3 Approaches to Global Innovation

The current ever-changing and increasingly connected world demands taking an amplified approach to Innovation and Innovation Management. The conventional method of innovating locally and distributing the product or service globally is now being questioned more and more.  Effortless availability of unparalleled knowledge, essential for Innovation, is one key factor in bringing the traditional approach into […]

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Stock Image 1 - Global Innovation Mgt Primer

Global Innovation Management

Contemporary vibrant and contracting world demands using a wider approach to Innovation and Innovation Management. The customary approach’s reduced efficacy is due to the uncomplicated accessibility to exceptional knowledge necessary to Innovate.  Accessing and utilizing such knowledge effectually warrants a revitalized approach. Globalization of Innovation can be accomplished in numerous ways. Four of the common […]

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change3

Corporate Functional Strategy

The role of corporate functions, traditionally, has been to conduct the various service-oriented specialized tasks necessary to run the business.  Corporate functions are of strategic significance in achieving organizational objectives yet their role at most enterprises is kind of contractual at best.  These units assist in routine operations, facilitate other business units, and manage conflicts […]

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Stock Image 1 - Global Innovation Strategy

Global Innovation Strategy

Humans inherently connect to each other in an indigenous context, generate knowledge, and develop a product to be disseminated by way of commerce.  Traditionally, Global Innovation practice has seen assembling of people with vital capabilities and essential knowledge via co-location.  Co-location is the gathering of Innovation specialists into a handful of Innovation centers, domestically and […]

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Str Games1

Strategic Thinking Games

Organizational leadership can draw on 3 Strategic Thinking Games to master Business Strategy and apply in varied scenarios and organizational structures.  The Strategic Thinking Games provide Decision Making models for senior executives to choose from and use as per the situation. The Strategic Thinking Games are based on mathematics and statistics, particularly Probability Theory, and […]

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Stock image 1 - Capabilities-Driven IT stgy

Capabilities-driven IT Strategy

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 […]

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OM2

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 […]

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Stock image 1 - pillaros of Product launch stgy

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 + […]

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Stock image 1 - Fit for Growth

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 […]

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SCM2

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. […]

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Stock image 1- Capabilities-driven M&A

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.  […]

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