30 April 2020 — Consolidating Reddal’s observations and learnings on corporate digital transformation subject via 2018-2020, this article discusses the identified challenges and provides suggested actions to maximize the return of digital transformation.
14 April 2014 — Quantifying and estimating project and investment results are very important for financial planning, investment comparison and decision making purposes. However, business is always conducted in an uncertain environment while financial planning is commonly done using single-value revenue and cost-side estimates, which managers assess using rules of thumb. In this article, we present an approach where the best, base and the worst case scenarios are used to improve the estimates.
21 June 2011 — Companies seeking growth often balance between growing through organic business development, and inorganic growth through mergers and acquisitions. Organic development is slow, as it takes time to develop and launch new products and technologies, a new business line or broader geographic presence. Programmatic “bolt-on” acquisitions provide an alternative value creation path with manageable risk.
5 January 2010 — Based on our work with SME companies, we have come across multiple paths that lead to a need for a drastic transformation – turnaround. We have noticed that managers are lacking tools and a process to complete a successful turnaround. In this article we introduce a systematic approach which is complemented with analytical tools and framework to manage a turnaround.
14 April 2014 — Finding product-market fit is a prerequisite for any early-stage company to achieve fast-growth. This requires a data-driven approach towards product iteration. In this article, we introduce practical methodologies and tools that we have successfully used to test and achieve product-market fit.
12 October 2020 — COVID-19 is accelerating socio-economic structural changes, supported by policies of European and Korean governments. However, given the magnitude of economic challenges, government actions are not enough.
11 August 2020 — It is still too early to say who is right and wrong in the aftermath of COVID-19, but the pandemic provides a unique opportunity to analyze the dynamics that influence how nations respond to a common threat. In this article, we provide an in-depth analysis of how Vietnam handled the first wave of the pandemic and propose a framework for business leaders to draft a crisis response and enhance their organization’s resilience in a crisis.
19 December 2014 — Sales and marketing competences are often still at a premature stage in many Finnish technology-oriented companies. In this article the concept and basic approach of B2B productization is presented and illustrated with some real-life case examples from a Finnish technology company.
16 September 2015 — As companies strive to expand their global presence, and the availability of products and services increases rapidly, competitive pressure is growing due to market saturation and commoditization. As offerings become increasingly similar, companies should involve their customers in offering development.
21 July 2017 — SMEs have limited resources and CFOs are often unable to spend enough time on strategic initiatives. Our simple framework is a tool to develop the finance function to enable CFOs to participate more actively in strategic initiatives and maintain a high-level perspective.
4 November 2020 — In this interview with Forum business magazine, Reddal client director Per Stenius compares South Korea and Finland, and how in these countries the emphasis on business growth and renewal differs.
14 December 2012 — Although valuation is complex, in some situations a quick review is adequate to get an idea of the company’s value, key drivers to increase value or what is fundamentally expected of a business’ performance given a certain value, for example an asking price of a business up for sale. This article discusses the approach for conducting a quick basic valuation of a business.