10 March 2021 — Consolidating Reddal’s learnings from digitization from the past year, this article shares insights on best practices to form a digital strategy. It offers a strengthened strategy building approach with an emphasis on understanding both the future and the company itself.
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 — In this article, we analyze the success of Korean government’s immediate responses and make recommendations for Korean companies to leverage the crisis as an opportunity and fully utilize their potential.
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.
6 July 2020 — Consolidating Reddal’s learnings in China from the past few years, this article shares some observations on the dynamics of industrial goods market segmentation. It offers a continuous and iterative approach for industrial players to respond to these changing market aspects by revising their brand portfolio strategy.
When traditional manufacturers encounter digital disruptors: collaborate and compete on industrial digital solutions
23 June 2020 — The market landscape of traditional manufacturing companies has been facing large scale digital disruptions. This article discusses the patterns of disruption and suggests a potential response strategy.
10 June 2020 — As enhanced customer experience, customer centricity and intimacy become increasingly common as a winning strategy across the B2B world, we argue in this article that they no longer provide sufficient and clear strategic direction to drive companies toward market leadership. We also propose a revision to a classic framework on market leaders’ value disciplines in today's digitalized business world.
20 May 2020 — When responding to the digital disruption, finding balance between radical and explorative trials and incremental and exploitative developments is key in unlocking the full potential of digitalization.