Flevy Management Insights Case Study
Digital Transformation for Historical Sites in Cultural Tourism
     David Tang    |    Innovation


Fortune 500 companies typically bring on global consulting firms, like McKinsey, BCG, Bain, Deloitte, and Accenture, or boutique consulting firms specializing in Innovation to thoroughly analyze their unique business challenges and competitive situations. These firms provide strategic recommendations based on consulting frameworks, subject matter expertise, benchmark data, KPIs, best practices, and other tools developed from past client work. We followed this management consulting approach for this case study.

TLDR A historical site management org saw a 20% drop in visitors due to competition and digital engagement inefficiencies. The Digital Transformation initiative led to a 15% increase in online engagement and a 10% rise in ticket sales, underscoring the need for tech and data analytics to enhance visitor experiences and operational efficiency.

Reading time: 14 minutes

Consider this scenario: A prominent historical site management organization specializing in cultural tourism faces challenges with digital strategy and innovation.

The organization is experiencing a 20% decline in visitor numbers due to external competition from modern entertainment options and internal inefficiencies in digital engagement. The primary strategic objective is to enhance visitor engagement through digital transformation and innovative experiences.



This organization manages historical sites and is dealing with a notable decline in visitor engagement due to outdated digital platforms and lack of innovative experiences. The internal challenge lies in its slow adoption of digital technologies, which has impacted its ability to compete with modern entertainment options. Externally, the rise of digital and interactive entertainment has shifted consumer preferences, reducing foot traffic by 20%. The strategic objective is to leverage digital transformation to enhance visitor engagement and increase foot traffic.

Industry Analysis

The cultural tourism industry is evolving rapidly with increased competition from digital and interactive entertainment platforms. We begin our analysis by examining the primary forces driving the industry:
  • Internal Rivalry: High due to numerous cultural institutions vying for visitor attention and funding.
  • Supplier Power: Moderate, as technology providers can influence the adoption of digital solutions.
  • Buyer Power: High, with visitors having numerous alternatives for entertainment and cultural experiences.
  • Threat of New Entrants: Moderate, new digital platforms can easily enter the market offering compelling alternatives.
  • Threat of Substitutes: High, as digital entertainment and educational platforms offer engaging experiences.
Emergent trends include a shift towards digital engagement and interactive experiences. Resulting changes in industry dynamics:
  • Increased demand for digital experiences: Creates opportunities for developing interactive and immersive content but poses risks if not adopted quickly.
  • Rising competition from digital platforms: Opportunity to collaborate with tech companies, risk of further visitor decline if not addressed.
  • Shift in visitor demographics: Younger audiences prefer digital engagement, offering opportunities for growth if effectively targeted, but risks alienating older demographics.
PEST analysis reveals: Political factors include changing cultural policies and funding priorities. Economic factors highlight budget constraints and fluctuating tourism spending. Social factors indicate shifting visitor preferences towards digital experiences. Technological factors underscore the rapid evolution of digital tools and platforms.

For a deeper analysis, take a look at these Industry Analysis best practices:

Strategic Analysis Model (Excel workbook)
Porter's Five Forces (26-slide PowerPoint deck)
Consolidation-Endgame Curve Framework (29-slide PowerPoint deck)
Industry & Competitive Analysis Handbook (600+ KPIs) (945-slide PowerPoint deck)
Strategy Classics: Porter's Five Forces (28-slide PowerPoint deck)
View additional Innovation best practices

Are you familiar with Flevy? We are you shortcut to immediate value.
Flevy provides business best practices—the same as those produced by top-tier consulting firms and used by Fortune 100 companies. Our best practice business frameworks, financial models, and templates are of the same caliber as those produced by top-tier management consulting firms, like McKinsey, BCG, Bain, Deloitte, and Accenture. Most were developed by seasoned executives and consultants with 20+ years of experience.

Trusted by over 10,000+ Client Organizations
Since 2012, we have provided best practices to over 10,000 businesses and organizations of all sizes, from startups and small businesses to the Fortune 100, in over 130 countries.
AT&T GE Cisco Intel IBM Coke Dell Toyota HP Nike Samsung Microsoft Astrazeneca JP Morgan KPMG Walgreens Walmart 3M Kaiser Oracle SAP Google E&Y Volvo Bosch Merck Fedex Shell Amgen Eli Lilly Roche AIG Abbott Amazon PwC T-Mobile Broadcom Bayer Pearson Titleist ConEd Pfizer NTT Data Schwab

Internal Assessment

The organization excels in managing historical sites with a strong brand reputation but struggles with digital innovation and operational efficiency. MOST Analysis Mission: Preserve and promote historical sites. Objectives: Increase visitor engagement by 30% through digital initiatives. Strategy: Implement digital platforms and interactive experiences. Tactics: Develop mobile apps, virtual tours, and interactive displays. JTBD Analysis Visitors seek educational and immersive experiences. The organization needs to offer engaging digital content that enhances the visitor experience. This involves deploying mobile apps, augmented reality, and virtual tours to meet modern visitor expectations. Addressing these needs will improve visitor satisfaction and increase foot traffic. McKinsey 7-S Analysis Strategy: Enhance digital engagement. Structure: Adjust organizational structure to support digital initiatives. Systems: Implement modern digital systems and tools. Shared Values: Foster a culture of innovation. Style: Leadership encourages digital adoption. Staff: Upskill employees for digital proficiency. Skills: Focus on digital content creation and management.

Strategic Initiatives

Based on the competitive nature of the cultural tourism sector, the management decided to pursue the following strategic initiatives over the next 12 months .
  • Digital Engagement Platform: Develop a comprehensive digital platform to offer virtual tours, interactive maps, and educational content. The goal is to enhance visitor engagement and diversify revenue streams. Expected value creation includes increased online engagement and ticket sales. Requires investment in technology development and digital marketing expertise.
  • Mobile App Development: Launch a mobile app to provide visitors with on-site and remote interactive experiences. Aims to improve visitor satisfaction and repeat visitation. Value creation stems from enhanced visitor experiences and data collection for personalized marketing. Resource requirements include app development, content creation, and user support.
  • Augmented Reality Experiences: Implement AR experiences at historical sites to offer immersive storytelling. Goal is to attract younger audiences and boost engagement. Value creation lies in offering unique experiences that differentiate the sites. Requires investment in AR technology and content development.
  • Data Analytics for Visitor Insights: Utilize data analytics to understand visitor preferences and behaviors. Strategic goals include optimizing marketing strategies and improving visitor services. Value creation through data-driven decision-making and targeted marketing. Requires investment in analytics software and skilled personnel.
  • Partnerships with Tech Companies: Collaborate with tech firms to co-create digital content and experiences. Aims to leverage external expertise and resources. Value creation through innovative offerings and shared costs. Resource requirements include partnership management and legal support.
  • Staff Training Programs: Implement training programs to upskill staff in digital tools and customer engagement. Goal is to ensure staff can effectively support new digital initiatives. Value creation through improved service delivery and operational efficiency. Requires investment in training and development resources.

Innovation Implementation KPIs

KPIS are crucial throughout the implementation process. They provide quantifiable checkpoints to validate the alignment of operational activities with our strategic goals, ensuring that execution is not just activity-driven, but results-oriented. Further, these KPIs act as early indicators of progress or deviation, enabling agile decision-making and course correction if needed.


In God we trust. All others must bring data.
     – W. Edwards Deming

  • Visitor Engagement Rate: Measures the effectiveness of digital initiatives in engaging visitors.
  • App Download and Usage Rate: Tracks the adoption and use of the mobile app.
  • AR Experience Participation Rate: Gauges the popularity and effectiveness of AR experiences.
  • Data-Driven Campaign Success Rate: Measures the impact of targeted marketing campaigns based on visitor data.
  • Partnership Contribution: Assesses the value added by tech collaborations.
These KPIs provide insights into the success of digital initiatives and inform future strategies. They help gauge visitor engagement, technology adoption, and the overall impact on business performance.

For more KPIs, take a look at the Flevy KPI Library, one of the most comprehensive databases of KPIs available. Having a centralized library of KPIs saves you significant time and effort in researching and developing metrics, allowing you to focus more on analysis, implementation of strategies, and other more value-added activities.

Learn more about Flevy KPI Library KPI Management Performance Management Balanced Scorecard

Stakeholder Management

Success of the strategic initiatives hinges on the involvement and support of both internal and external stakeholders, including digital partners, tech providers, and marketing teams.
  • Management Team: Oversee strategy execution and resource allocation.
  • Digital Partners: Collaborate on developing and implementing digital solutions.
  • Tech Providers: Supply and maintain necessary technology infrastructure.
  • Marketing Team: Promote digital initiatives and engage visitors.
  • Visitors: Provide feedback and engage with digital experiences.
  • Historical Experts: Ensure content accuracy and relevance.
  • Investors: Fund digital transformation efforts.
  • Staff: Implement and support new digital platforms.
Stakeholder GroupsRACI
Management Team
Digital Partners
Tech Providers
Marketing Team
Visitors
Historical Experts
Investors
Staff

We've only identified the primary stakeholder groups above. There are also participants and groups involved for various activities in each of the strategic initiatives.

Learn more about Stakeholder Management Change Management Focus Interviewing Workshops Supplier Management

Innovation Deliverables

These are a selection of deliverables across all the strategic initiatives.

  • Digital Engagement Strategy Report (PPT)
  • Mobile App Development Plan (PPT)
  • AR Experience Implementation Roadmap (PPT)
  • Visitor Data Analytics Framework (Excel)
  • Staff Training Program Outline (PPT)

Explore more Innovation deliverables

FREE DOWNLOAD
Download our FREE Strategy & Transformation Framework Templates

Download our free compilation of 50+ Strategy & Transformation slides and templates. Frameworks include McKinsey 7-S Strategy Model, Balanced Scorecard, Disruptive Innovation, BCG Experience Curve, and many more.

Download this Free Presentation

Innovation Best Practices

To improve the effectiveness of implementation, we can leverage best practice documents in Innovation. These resources below were developed by management consulting firms and Innovation subject matter experts.

Digital Engagement Platform

The implementation team leveraged several established business frameworks to help with the analysis and implementation of this initiative, including the Value Chain Analysis and the Resource-Based View (RBV). Value Chain Analysis is a framework developed by Michael Porter to identify the primary and support activities that create value for an organization. It was particularly useful in this context to pinpoint areas where digital engagement could add the most value. The team followed this process:

  • Mapped out all primary and support activities related to visitor engagement, including marketing, on-site services, and post-visit follow-ups.
  • Identified key areas where digital tools could enhance visitor experience, such as interactive maps and virtual tours.
  • Analyzed cost structures and potential revenue streams associated with each digital tool to ensure financial viability.

The Resource-Based View (RBV) framework was also employed to assess internal capabilities. RBV focuses on leveraging an organization's unique resources and capabilities to achieve competitive advantages. The team followed this process:

  • Conducted an inventory of existing digital assets and human resources with digital expertise.
  • Assessed the alignment of these resources with the strategic goal of enhancing visitor engagement through digital platforms.
  • Identified gaps in capabilities and resources, such as the need for new software or additional training for staff.

The implementation of these frameworks resulted in a comprehensive digital engagement strategy that identified key value-adding activities and aligned internal resources to support them. This led to a 15% increase in online engagement and a 10% boost in ticket sales within the first 6 months.

Mobile App Development

The implementation team utilized the Agile Project Management framework and the Kano Model to guide the development of the mobile app. Agile Project Management is a methodology that emphasizes iterative development, customer feedback, and flexibility. It was particularly useful for this initiative to ensure that the app met user needs and could be quickly adapted based on feedback. The team followed this process:

  • Divided the app development process into small, manageable sprints, each focusing on specific features.
  • Conducted regular user testing sessions at the end of each sprint to gather feedback and make necessary adjustments.
  • Maintained a flexible project plan that allowed for changes based on user feedback and emerging requirements.

The Kano Model was also employed to prioritize app features based on user satisfaction. The Kano Model helps categorize features into basic needs, performance needs, and excitement needs. The team followed this process:

  • Conducted surveys and focus groups to identify user expectations and preferences.
  • Classified app features into basic, performance, and excitement categories based on user input.
  • Prioritized the development of basic and performance features while planning for excitement features in future updates.

The implementation of these frameworks resulted in a highly user-centric mobile app that received positive feedback from 85% of initial users. The app's download rate exceeded expectations, achieving 50,000 downloads within the first 3 months.

Augmented Reality Experiences

The implementation team leveraged the Lean Startup methodology and the Jobs-to-be-Done (JTBD) framework to guide the development of augmented reality (AR) experiences. The Lean Startup methodology focuses on creating a minimum viable product (MVP) and iterating based on user feedback. It was particularly useful for this initiative to quickly test and refine AR experiences. The team followed this process:

  • Developed an MVP of the AR experience to test key functionalities and user engagement.
  • Conducted pilot tests with a small group of visitors to gather initial feedback and identify areas for improvement.
  • Iterated on the AR experience based on user feedback, making necessary adjustments to enhance engagement and usability.

The Jobs-to-be-Done (JTBD) framework was also employed to understand the specific needs and motivations of visitors. JTBD focuses on identifying the "jobs" that customers are trying to accomplish with a product or service. The team followed this process:

  • Conducted interviews and surveys to understand the specific "jobs" visitors wanted to accomplish with the AR experience, such as learning about historical events or exploring specific sites virtually.
  • Mapped out the key "jobs" and designed AR features that directly addressed these needs.
  • Tested the AR experience with a broader audience to ensure it effectively met the identified "jobs."

The implementation of these frameworks resulted in an engaging AR experience that significantly enhanced visitor satisfaction. The AR experience was well-received, with 70% of users reporting a higher level of engagement and interest in historical content.

Data Analytics for Visitor Insights

The implementation team utilized the CRISP-DM methodology and the Balanced Scorecard framework to guide the data analytics initiative. CRISP-DM (Cross-Industry Standard Process for Data Mining) is a robust framework for data analytics projects, emphasizing a structured approach to data understanding and preparation. It was particularly useful for this initiative to ensure the data collected was actionable and insightful. The team followed this process:

  • Defined the business objectives related to visitor insights, such as understanding visitor preferences and behaviors.
  • Collected and prepared data from various sources, including visitor surveys, ticket sales, and digital engagement metrics.
  • Analyzed the data to identify key patterns and trends, such as peak visiting times and popular exhibits.

The Balanced Scorecard framework was also employed to align data analytics with strategic objectives. The Balanced Scorecard focuses on four perspectives: financial, customer, internal processes, and learning and growth. The team followed this process:

  • Mapped data analytics initiatives to the four perspectives of the Balanced Scorecard.
  • Identified key performance indicators (KPIs) for each perspective, such as visitor satisfaction scores and revenue per visitor.
  • Developed dashboards and reports to monitor these KPIs and inform strategic decision-making.

The implementation of these frameworks resulted in actionable insights that informed strategic decisions and improved visitor experiences. The organization achieved a 20% increase in visitor satisfaction and a 15% increase in revenue per visitor within the first year.

Partnerships with Tech Companies

The implementation team leveraged the Strategic Alliance framework and the VRIO framework to guide the development of partnerships with tech companies. The Strategic Alliance framework focuses on forming partnerships to achieve strategic objectives that would be difficult to accomplish independently. It was particularly useful for this initiative to leverage external expertise and resources. The team followed this process:

  • Identified potential tech partners with complementary capabilities and aligned strategic objectives.
  • Negotiated partnership agreements that clearly defined roles, responsibilities, and shared goals.
  • Established governance structures to manage the partnerships and ensure alignment with strategic objectives.

The VRIO (Value, Rarity, Imitability, Organization) framework was also employed to assess the strategic value of partnerships. VRIO helps organizations evaluate resources and capabilities to determine if they can provide a sustainable competitive advantage. The team followed this process:

  • Assessed the value and rarity of the technology and expertise offered by potential partners.
  • Evaluated the difficulty of imitating these resources and capabilities by competitors.
  • Ensured the organization was structured to effectively leverage the benefits of the partnerships.

The implementation of these frameworks resulted in strategic partnerships that significantly enhanced the organization's digital capabilities. The partnerships led to the development of innovative digital content and experiences, contributing to a 25% increase in visitor engagement and a 20% increase in revenue.

Staff Training Programs

The implementation team leveraged the ADDIE model and the Learning Organization framework to guide the development of staff training programs. The ADDIE model (Analyze, Design, Develop, Implement, Evaluate) is a systematic framework for creating effective training programs. It was particularly useful for this initiative to ensure the training programs were well-structured and met the needs of the staff. The team followed this process:

  • Analyzed the training needs of staff, focusing on digital tools and customer engagement skills.
  • Designed training programs that addressed these needs, incorporating a mix of theoretical and practical components.
  • Developed training materials and resources, including online modules and hands-on workshops.
  • Implemented the training programs, ensuring all staff participated and received the necessary support.
  • Evaluated the effectiveness of the training programs through assessments and feedback surveys.

The Learning Organization framework was also employed to foster a culture of continuous learning and improvement. The Learning Organization framework emphasizes the importance of creating an environment where employees are encouraged to learn and share knowledge. The team followed this process:

  • Established mechanisms for ongoing learning, such as regular training sessions and knowledge-sharing platforms.
  • Encouraged staff to take ownership of their learning and development by providing access to additional resources and opportunities.
  • Created a feedback loop to ensure continuous improvement of training programs based on staff input and performance data.

The implementation of these frameworks resulted in a well-trained and digitally proficient staff capable of supporting the organization's digital transformation initiatives. The training programs led to a 30% increase in staff efficiency and a 25% improvement in customer engagement scores.

Innovation Case Studies

Here are additional case studies related to Innovation.

Customer Experience Strategy for Boutique Coffee Shops in Urban Areas

Scenario: A boutique coffee shop chain is renowned for its unique coffee blends and personalized service, yet struggles with leveraging Innovation to enhance the customer experience.

Read Full Case Study

Innovation Strategy Development for a Global Pharmaceutical Organization

Scenario: A global pharmaceutical firm is grappling with stagnant growth and is seeking to invigorate its product pipeline through an enhanced Innovation strategy.

Read Full Case Study

Innovation Management Framework for Power & Utilities in North America

Scenario: A firm in the North American power and utilities sector is facing stagnation in its innovation pipeline, leading to a competitive disadvantage in the rapidly evolving energy market.

Read Full Case Study

Innovation Management Framework for Luxury Fashion Retailer

Scenario: The organization is a high-end luxury fashion retailer struggling to maintain its competitive edge in a rapidly evolving luxury market.

Read Full Case Study

Innovation Management Reformation for a Pharmaceutical Firm

Scenario: A leading biopharmaceutical firm in Europe is facing grave challenges in enhancing and managing its Innovation Management portfolio.

Read Full Case Study

Innovation Management Framework for Retail Chain in Competitive Market

Scenario: A multinational retail firm is grappling with stagnating growth and market share erosion in a highly competitive environment.

Read Full Case Study


Explore additional related case studies

Additional Resources Relevant to Innovation

Here are additional best practices relevant to Innovation from the Flevy Marketplace.

Did you know?
The average daily rate of a McKinsey consultant is $6,625 (not including expenses). The average price of a Flevy document is $65.

Key Findings and Results

Here is a summary of the key results of this case study:

  • Increased online engagement by 15% and boosted ticket sales by 10% within the first 6 months through the digital engagement platform.
  • Achieved 50,000 mobile app downloads within the first 3 months, with 85% of initial users providing positive feedback.
  • Enhanced visitor satisfaction by 20% and increased revenue per visitor by 15% through data-driven insights and targeted marketing.
  • Improved visitor engagement by 25% and revenue by 20% through strategic partnerships with tech companies.
  • Achieved a 30% increase in staff efficiency and a 25% improvement in customer engagement scores through comprehensive staff training programs.
  • 70% of users reported higher engagement and interest in historical content through augmented reality experiences.

The overall results of the initiative demonstrate significant progress in digital transformation and visitor engagement. The digital engagement platform and mobile app development exceeded expectations, with substantial increases in online engagement, ticket sales, and app downloads. The use of data analytics provided valuable insights that enhanced visitor satisfaction and revenue. Strategic partnerships with tech companies proved highly effective, contributing to increased visitor engagement and revenue. However, the augmented reality experiences, while positively received, did not achieve the same level of impact as other initiatives. This could be due to limited initial user adoption or technical challenges. Additionally, while staff training programs improved efficiency and engagement, ongoing efforts are needed to maintain and enhance these gains. Alternative strategies could include further investment in marketing the AR experiences and continuous improvement of training programs based on feedback and performance data.

Recommended next steps include focusing on scaling successful initiatives such as the digital engagement platform and mobile app, while addressing areas with room for improvement like augmented reality experiences. Continued investment in data analytics and strategic partnerships will be crucial for sustaining growth and innovation. Additionally, maintaining a strong emphasis on staff training and development will ensure the organization remains agile and capable of supporting ongoing digital transformation efforts. Regularly reviewing and refining these strategies based on performance data and stakeholder feedback will be essential for long-term success.


 
David Tang, New York

Strategy & Operations, Digital Transformation, Management Consulting

The development of this case study was overseen by David Tang. David is the CEO and Founder of Flevy. Prior to Flevy, David worked as a management consultant for 8 years, where he served clients in North America, EMEA, and APAC. He graduated from Cornell with a BS in Electrical Engineering and MEng in Management.

To cite this article, please use:

Source: Global Logistics Network Optimization Strategy for E-commerce Fulfillment, Flevy Management Insights, David Tang, 2024


Flevy is the world's largest knowledge base of best practices.


Leverage the Experience of Experts.

Find documents of the same caliber as those used by top-tier consulting firms, like McKinsey, BCG, Bain, Deloitte, Accenture.

Download Immediately and Use.

Our PowerPoint presentations, Excel workbooks, and Word documents are completely customizable, including rebrandable.

Save Time, Effort, and Money.

Save yourself and your employees countless hours. Use that time to work on more value-added and fulfilling activities.




Read Customer Testimonials

  •  
    "The wide selection of frameworks is very useful to me as an independent consultant. In fact, it rivals what I had at my disposal at Big 4 Consulting firms in terms of efficacy and organization."

    – Julia T., Consulting Firm Owner (Former Manager at Deloitte and Capgemini)
  •  
    "FlevyPro provides business frameworks from many of the global giants in management consulting that allow you to provide best in class solutions for your clients."

    – David Harris, Managing Director at Futures Strategy
  •  
    "I like your product. I'm frequently designing PowerPoint presentations for my company and your product has given me so many great ideas on the use of charts, layouts, tools, and frameworks. I really think the templates are a valuable asset to the job."

    – Roberto Fuentes Martinez, Senior Executive Director at Technology Transformation Advisory
  •  
    "As a small business owner, the resource material available from FlevyPro has proven to be invaluable. The ability to search for material on demand based our project events and client requirements was great for me and proved very beneficial to my clients. Importantly, being able to easily edit and tailor "

    – Michael Duff, Managing Director at Change Strategy (UK)
  •  
    "As an Independent Management Consultant, I find Flevy to add great value as a source of best practices, templates and information on new trends. Flevy has matured and the quality and quantity of the library is excellent. Lastly the price charged is reasonable, creating a win-win value for "

    – Jim Schoen, Principal at FRC Group
  •  
    "As a consulting firm, we had been creating subject matter training materials for our people and found the excellent materials on Flevy, which saved us 100's of hours of re-creating what already exists on the Flevy materials we purchased."

    – Michael Evans, Managing Director at Newport LLC
  •  
    "Last Sunday morning, I was diligently working on an important presentation for a client and found myself in need of additional content and suitable templates for various types of graphics. Flevy.com proved to be a treasure trove for both content and design at a reasonable price, considering the time I "

    – M. E., Chief Commercial Officer, International Logistics Service Provider
  •  
    "FlevyPro has been a brilliant resource for me, as an independent growth consultant, to access a vast knowledge bank of presentations to support my work with clients. In terms of RoI, the value I received from the very first presentation I downloaded paid for my subscription many times over! The "

    – Roderick Cameron, Founding Partner at SGFE Ltd
  •  
    "The wide selection of frameworks is very useful to me as an independent consultant. In fact, it rivals what I had at my disposal at Big 4 Consulting firms in terms of efficacy and organization."

    – Julia T., Consulting Firm Owner (Former Manager at Deloitte and Capgemini)
  •  
    "FlevyPro provides business frameworks from many of the global giants in management consulting that allow you to provide best in class solutions for your clients."

    – David Harris, Managing Director at Futures Strategy
  •  
    "I like your product. I'm frequently designing PowerPoint presentations for my company and your product has given me so many great ideas on the use of charts, layouts, tools, and frameworks. I really think the templates are a valuable asset to the job."

    – Roberto Fuentes Martinez, Senior Executive Director at Technology Transformation Advisory
  •  
    "As a small business owner, the resource material available from FlevyPro has proven to be invaluable. The ability to search for material on demand based our project events and client requirements was great for me and proved very beneficial to my clients. Importantly, being able to easily edit and tailor "

    – Michael Duff, Managing Director at Change Strategy (UK)




Additional Flevy Management Insights

Digital Transformation Strategy for Mid-Sized Financial Services Firm

Scenario: A mid-sized financial services firm is grappling with the challenge of innovation management, as it seeks to navigate the rapidly evolving fintech landscape.

Read Full Case Study

Innovation Management Enhancement for Power & Utilities

Scenario: The organization is a regional power and utilities provider that has struggled to keep pace with rapid technological advancements and changing regulatory environments.

Read Full Case Study

Global Logistics Network Optimization Strategy for E-commerce Fulfillment

Scenario: A leading e-commerce fulfillment provider is at a critical juncture, facing significant challenges in innovation management amidst a rapidly evolving logistics landscape.

Read Full Case Study

AgTech Innovation Strategy for Sustainable Farming in North America

Scenario: A firm within the agricultural sector in North America is struggling to integrate cutting-edge technologies into their operations to enhance sustainable farming practices.

Read Full Case Study

Innovation Management Enhancement in Mining Sector

Scenario: The organization is a mid-sized player in the mining industry, grappling with the challenge of integrating innovative technologies and processes into its operations.

Read Full Case Study

Innovation Transformation for a Global Financial Services Firm

Scenario: A global financial services firm is struggling to generate innovative solutions for its clients due to a lack of a structured process for ideation, testing, and implementation.

Read Full Case Study

Innovation Management Enhancement in Telecom

Scenario: A leading telecommunications firm is grappling with stagnating growth in a highly competitive market.

Read Full Case Study

Innovation Overhaul for Rapidly Scaling Technology Firm

Scenario: A globally expanding technology company is continually inventing new products and services, but finds its Innovation efforts scattered and uncoordinated, leading to redundant efforts, wasted resources, and missed opportunities.

Read Full Case Study

Innovation Strategy for D2C Health Supplements in Competitive Market

Scenario: A firm specializing in direct-to-consumer health supplements is struggling to maintain its market share amidst heightened competition and rapidly changing consumer preferences.

Read Full Case Study

Sustainable Apparel Manufacturing Strategy in the Eco-Friendly Market

Scenario: A small to mid-sized apparel manufacturer, striving in the eco-friendly niche, is facing challenges with Innovation Management due to stiff competition and changing consumer preferences towards sustainable products.

Read Full Case Study

Innovation Strategy Enhancement for Industrials Firm in Competitive Landscape

Scenario: The company, a mid-sized player in the industrials sector, is grappling with stagnating product development cycles and diminishing returns on research and development investments.

Read Full Case Study

Innovation Management for Specialty Chemicals Firm in Competitive Market

Scenario: A mid-sized specialty chemicals firm in North America is struggling to keep pace with rapid technological advancements and regulatory changes in their sector.

Read Full Case Study

Download our FREE Strategy & Transformation Framework Templates

Download our free compilation of 50+ Strategy & Transformation slides and templates. Frameworks include McKinsey 7-S Strategy Model, Balanced Scorecard, Disruptive Innovation, BCG Experience Curve, and many more.