This can help develop further insight into the key drivers limiting better performance. By benchmarking these KPIs to a broader peer set, business leaders can understand how their enterprise has performed relative to competitors. A clear definition and aggregation of data against key performance indicators (KPIs) is vital to the evaluation process.Ī further triangulation of these hypotheses with data points from primary (e.g., expert interviews, surveys) and secondary research is critical in generating meaningful insights. To understand an enterprise’s performance, business leaders must first develop hypotheses informed by data. It is imperative to select the appropriate metrics to quantify performance against these considerations in order to understand their gaps and strategic priorities. There are several fundamental considerations to keep in mind when conducting a current-state diagnostic that can be broadly categorized into industry and enterprise factors. This report covers the three key steps that enable value creation in a complex and evolving business environment: evaluate current state, prioritize strategic issues and drive decision making.Įffective diagnosis of the current state requires an in-depth analysis of an enterprise’s commercial positioning and operational performance. Companies that are able to deliver true stakeholder value are those that have developed a culture of honest and periodic self-assessment and reevaluation.īusiness leaders that develop effective strategies are those that balance long term bets with short term, tactical decision making. Without having a deep understanding of an enterprise’s starting point, business leaders cannot make impactful decisions that influence the enterprise’s successful path forward. In our opinion, this disconnect has led most enterprises to develop linear strategies that fail to consider their priorities, performance and capability gaps as a whole. In today’s demanding marketplace, business leaders are often so entrenched in managing day to day operations that they seldom have the opportunity to take a step back and assess their current state. As a result, it is becoming increasingly challenging for enterprises to grow or defend their core business and they need to adapt in order to win. Enterprises are confronted by rapid shifts in market dynamics, evolving customer preferences, intensifying competition and rising cost pressures. Today’s business environment is increasingly complex.
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