Growth must come from the CEO To create value, it is necessary to grow faster than 10% a year. To reach such a rate, the role of Top Management is critical. Without it, growth ambitions cannot be achieved. Leaving them up to the organization generally results in failure. How can Top Management create a growth […]
Growing through acquisitions: two disruptive models To create value over the long term, it is necessary to grow. More and more, acquisitions form an integral part of growth strategies. Two models exist: the systemization of strategic acquisitions and the industrialization of organic (bolt-on) acquisitions. Those two modes require a strong, driven approach from management. French […]
Paradoxically enough, successful companies often face a growth issue. They have developed strong positions thanks to a competitive and differentiating model which generates strong profitability and cash flows. However, their growth is low: markets are often mature and growing slowly; it is difficult and expensive to gain market share. There is one possible option: developing […]
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No company will create value in the long term if it does not growth regularly. This growth is necessary to maintain strong competitiveness, motivate teams, attract talents and pay shareholders. Growth ambitions are often not consistent with value creation ambitions: strategic plans tend to be the sum of the strategic plans of activities and geographies. […]
As the world’s second largest economy, China is the key market for future growth and value creation in most industries. A large number of Western companies have in the past few years established significant presence in China, realized strong growth and developed profitable positions. To continue strong growth and to increase competitiveness compared to Chinese […]
Large corporations which are stuck into Western mature markets and traditional businesses can hardly grow above 4 to 6% p.a. They do not create value. Strategically and financially, they need to deeply change their portfolio of businesses and geographies to reposition on high-growth market and to re-allocate resources accordingly. Many groups give up when faced […]
Family businesses are often mentioned as companies which have a high performance and which succeed in combining short-term resuls with a long-term vision. This generally holds true. However, it is often forgotten that family businesses must be led with three specific stakes which can be contradictory: the company strategy, the wealth management strategy of the […]
Periods of economic downturns often highlight the obvious. Every company must regularly adapt and reallocate its resources. It must do so not only in the choice of its activities, trades, business models and geographies, but also in terms of its costs. Only a significant decrease in costs allows investments for growth. English French
Valuations are at their highest. Economic growth is strong (except in Europe). Companies are investing. Interest rates are beginning to rise. Hence, the next crisis is coming. English Chinese French