Tech startups can minimize their time in the trough of sorrow with a zoom-in pivot

Tech startups can minimize their time in the trough of sorrow with a zoom-in pivot

16 September 2015 — We reflect on the experience of an early-stage mobile startup and its struggles in the “trough of sorrow”. During this phase, many teams make the classic mistake of adding the “next feature” in hopes to spark traction for the entire product. Instead, mobile startups should consider a “zoom-in” pivot, where a single feature becomes the whole product

Succession planning in the context of a family business and why you need outside help

Succession planning in the context of a family business and why you need outside help

13 January 2016 — The subject of family owned business is important globally, and in particular in the Middle East, where it is further exacerbated by the fact that many of these types of businesses are first or second generation family-owned companies.

Securing the growth of an SME – understanding value creation

Securing the growth of an SME – understanding value creation

17 April 2011 — A systematic value creation mindset is often absent in small and medium sized enterprises. Value creation builds on alternative returns. Investing in a business should result in better returns than what is available through other investment vehicles. The target of any company should always be, not maximizing revenues or profits alone, but maximizing profits (cash flow) with as little capital invested as possible.

Effective digital business building through growth KPIs and digital marketing

Effective digital business building through growth KPIs and digital marketing

2 October 2014 — Identifying and optimizing the growth KPIs of your product or service is critical to properly structure an effective digital marketing strategy. When businesses focus on a few key actionable metrics, the limited resources can be optimized to maximize impact in both marketing and overall growth.

Using a (massively) participative strategy process for corporate change – lessons learned

Using a (massively) participative strategy process for corporate change – lessons learned

21 September 2012 — The competitive environment of all companies, whether large or small, is getting increasingly complex and fast-changing. To address this, the strategy process in many companies has been developed towards larger participation. Using crowdsourcing as a part of the strategy process seems to be the topic of the day among consultants advocating new approaches.

Capturing the neglected consumption growth potential in China

Capturing the neglected consumption growth potential in China

29 June 2020 — Based on Reddal’s work in China over the past few years and recent insights, this article shares different realities around Chinese consumers and shares potential actions to tap into uncovered consumer potential in China.

Achieving a collaborative and continuous strategy process

18 October 2010 — In the wake of recent market turmoil, the strategy process is again getting increased attention. There is much talk about flexibility, scenario analyses and the need for a collaborative and continuous strategy process that is integrated into operative planning and execution. However, achieving such a process requires implementation to be done in ways that have perhaps not been considered yet.

Pushing innovation and cost effectiveness through Design-to-Cost

Pushing innovation and cost effectiveness through Design-to-Cost

5 April 2012 — In industries such as automotive, IT and telecom the drive for continuous innovation while reducing costs have long been the norm. The same trend has spread to other areas as well, touching both products and services; customers want more, but they want it for less. There is an increased demand for simultaneous innovation and cost reduction