Are you the best owner of your assets?
With M&A activity recovering, a timely reminder from McKinsey to check out this question. Simple principles, but easily forgotten.
Don’t wait for recovery: focus and drive forward
When will the business climate improve? – wrong question! I’m not usually a fan of Fortune – too focused on personalities, rather than what actually gets done and works – but great item by Ram Charan explains with some good examples [GE and environment services group Nalco] that strong companies are looking to drive forward, rather than hunkering down and hoping. Yes, they have cut costs and conserved cash, but refocused to position themselves for growth.
One intriguing piece of Nalco’s response was a deep review of their product range, leading to them ‘blowing up’ hundreds of under-performing products. I’ve noted before that over-extension is a common route into trouble – adding too many products, chasing too many new markets and small customers, starting too many initiatives etc just to be seen to be delivering growth. So a question for Nalco might be ‘If you just killed hundreds of poor products, how come you didn’t do that years ago?’
Later in the same issue, Fortune reports on Pfizer’s re-worked drug development process which includes an interesting slogan – ‘Kill early and often’. Focus does seem to keep reappearing as a feature of strategically successful organizations.
Decline and recovery by sector
Experienced execs may have a good feel for how their particular industry may evolve during the downturn and recovery – e.g. consumer sectors tend to fall first, but recover earlier also. McKinsey have mapped the decline and recovery of different sectors in previous recessions, which might give useful pointers for what to look out for in your industry so your strategy can respond at the right time.
More on strategic responses to the downturn
More from McKinsey on this, including a review on some useful thinking from last time. Read more
Strategic recovery guide
I’ve fumed about the strategic errors that have got so many firms into the mess in which they now find themselves, but I guess you might like some idea how to get out of a hole? I just gave a short session on one approach to this with a class of 50 senior execs, and was reminded about a project I did to help a company dig itself out of trouble last time round, after the 2001/02 debacle. No guarantees, but this simple article on ‘Strategic Recovery‘ may be helpful – [not to be confused with the other kind of 'recovery' that the accounting firms' insolvency practices are starting to feast on!] . Read more