Topics
Every engagement starts with a concrete situation. These are the ones we are called for most often.
Where a situation surfaces says little about what it takes to resolve it.
Most of our engagements start in one field and end up touching all three.
Defining and delivering strategy
Where to grow, what to bet on, and how to make it happen.
Rethinking the business strategy
The market has moved, and the business model that carried you so far no longer holds.
- Business model change
- Competitive positioning
- Growth and innovation beyond the core business
- Translating strategy into targets and budgets
Prioritizing the portfolio
More projects than the budget can support, and every division considers its own indispensable.
- Product and customer segment portfolio optimization
- Investment and project prioritization
- Budget allocation
European market entry
Your ambition is to expand into Europe. But there are no customers, no partners and no one on the ground yet.
- Market selection and sequencing
- Go-to-market in Europe
- Interim or fractional country leadership
- Distribution and channel partners
- Product launch
- European operating model and governance
Mergers and strategic partnerships
From the first term sheet to integration: the questions that decide whether a deal pays off.
- M&A deal design, preparation and negotiation
- Post-merger integration
- Joint ventures and strategic alliances
- Licensing and partnering deals
Making the organization work
How the organization is structured, how decisions are made, and how work gets done.
Reshaping the organization
The way the organization is set up no longer fits what it has to deliver.
- Operating model and organizational design
- Business process redesign
- Transformation and culture change
- Target setting and incentive systems
Restructuring and turnaround
The figures leave no room for delay. The measures need people equipped to carry them, and a program managed with discipline until the target is reached.
- Rightsizing the organization
- Retaining critical skills and key people
- Preparing management for works council negotiations (reconciliation of interests, social plan)
- Negotiations with lenders and shareholders
- Stakeholder management in a crisis
Leadership team effectiveness
The leadership team consists of strong individuals, and every division has legitimate interests of its own. How the team resolves them decides how fast the business moves.
- Roles and responsibilities in the leadership team
- Leadership culture
- Alignment between divisions
- Decision rights and governance
- Shareholder disputes
Leadership transitions
A new leader, a succession or a change of ownership calls for renewed alignment among owners, board and management.
- CxO transition and succession
- Family business succession
- The first months in a new leadership role
- Change of ownership
Shaping commercial situations
Agreements with customers, suppliers, payers and employee representatives that determine what the business earns and spends.
Price and terms negotiations
Annual negotiations, price increases, new framework agreements: with your key customers or your key suppliers.
- Key account management
- Annual negotiations with key customers
- Price increase negotiations
- Tender and RFP defense
- Procurement negotiations
- Framework agreements and index clauses
Harmonizing terms across markets and units
Comparable customers, different terms. Now you need consistency across all segments.
- Conditions and trade terms systems
- International key account management
- Negotiation governance across units
Pharma market access
Pricing and reimbursement negotiations, from the value dossier to the price agreement.
- Pricing and reimbursement
- Benefit assessment and negotiations with payers
- Value dossier and evidence strategy
- Launch and pricing sequence
- Health policy and public affairs
Shaping agreements with employee representatives
Union or works council talks carry significant risk of disruption. The challenge is to reach an agreement without compromising the future.
- Company-level collective agreements
- Restructuring agreements
- Bargaining strategy and preparation
- Works council negotiations
- Coordination with the employers’ association
Tell us what’s at stake
Thirty minutes, no pitch. You describe the situation. We tell you honestly whether we can help, and how.