Industry focus
Connect growth choices with the operating realities behind them.
From market assessment to risk and continuity planning, we help leadership understand the opportunity, the dependencies and the decisions required.
Discuss your prioritiesThe leadership agenda
A growth plan rests on assumptions about the market and the organisation. Both need to be examined.
01
Examine demand, competitors and business models before committing resources. Make the assumptions behind market entry and expansion clear enough to compare alternatives.
02
Understand the processes and dependencies behind the customer promise. Establish which activities matter most, how disruption affects them and what recovery requires.
03
Give management a consistent view of performance and exceptions. Connect indicators with thresholds, owners and actions so unresolved issues reach the right decision-makers.
Selected work · A national food and grocery retailer
Draft risk criteria and business-impact templates brought structure to two questions: how should risks be assessed, and what would recovery require?
The structure of the work
Agree how the probability of an event is judged.
Assess the consequences for the business.
Connect the assessment with response and escalation.
The work defined likelihood and impact criteria to establish a common basis for evaluating, prioritising and discussing risk severity.
The structure of the work
Identify critical processes, sites and resources.
Examine how the impact changes over time.
Define tolerances, objectives and responsibilities.
The template asks teams to record process ownership, sites and peak periods, and the impact of disruption over time. It also provides fields for disruption tolerance and recovery objectives.
Selected research · Consumer markets
The structure of the work
Break broad categories into specific opportunities.
Examine how participants create and capture value.
Consider funding patterns and the assumptions behind growth.
A consumer-technology research presentation examined market segments, funding patterns and developments in business models.
The analysis separated broad categories into their constituent markets. This level of detail helped frame a more specific discussion about where opportunity may lie.
Explore Strategy ConsultingVogabe Perspectives
A downside scenario becomes useful when it changes the decisions leadership can make. Follow the pressure through the business, test the time needed to respond, and identify which options would still be available.
Read the perspective: When a growth plan meets a downside scenarioA public commitment can be clear while the internal plan remains incomplete. Delivery requires decisions about assets, budgets, suppliers and operating priorities, and a credible response when those decisions pull in different directions.
Read the perspective: From sustainability reporting to managementStart a conversation
