Strategy& is the global strategy consulting business of Big
4 professional services firm PwC. Formerly Booz & Company, the
firm was acquired by PwC in the spring of 2014, combining Booz's
strategic capabilities with PwC's global reach and ability to
execute. In doing so, the outfit-led by Strategy& Global Leader
Leslie Moeller and PwC Global Head of Consulting Tony Poulter-is
helping PwC offer something that is almost unknown elsewhere in the
consulting industry at present: strategy and execution under the
Now part of PwC's Consulting practice, Strategy& combines
former Booz & Company professionals and PwC's existing strategy
consultants into one team, forming one of the industry's top
strategy houses. Together, the team helps clients address their
most complex business issues and opportunities, from strategy
through execution. An example of the type of work it does can be
found in this short case study on its work with Empresas
Publicas de Medellin (EPM).
Strategy& continues to count businesses, government
ministries, and institutions around the world as clients, and
provides them with services including strategy, organizational
transformation, operations, information technology and, of course,
execution. In terms of industry expertise, the firm has expert
talent and resources across aerospace and defense, automotive,
chemicals, consumer products, energy and utilities, financial
services, healthcare and pharmaceuticals, industrial products,
media and entertainment, oil and gas, retail, transportation, and
Strategy& also places a heavy emphasis on foresight and
thought leadership-a trait that goes all the way back to founder
Edwin Booz. The firm regularly publishes reports, white papers and
books, and the award-winning quarterly magazine,
strategy+business. It also produces regular podcasts and
videos to promote its leading research.
IN THE NEWS
Companies put growth at top of their agenda, but most
executives doubt current efforts will yield needed
Growth is a priority at nearly every company today. But most
executives don't have a clear view of how their companies will meet
growth targets. That's according to a new survey by PwC's
Strategy& of more than 500 executives from around the world
whose companies have annual revenues between $100 million and more
than $10 billion.
For more on this study, click here.
Deals that Win
What distinguishes companies with a track record of M&A
success? To embark on the answer, Strategy& analyzed the most
successful deals over the last twelve years across nine industries.
The lesson learned? Acquirers who focus on targets that leverage
their key capabilities have the greatest chance of M&A
Findings show deals that factor in the buyer's and target's key
capabilities produced significantly better results. Deals made with
capabilities considerations outperformed limited-fit deals by more
than 14 percentage points in annual shareholder returns.
For more insights and the full study, click here.
PwC recognized with two Rising Stars of the Profession Awards by
PwC US was recognized with two winners for Consulting magazine's
2015 "Rising Stars of the Profession" award which acknowledges
talented individuals under the age of 35 for their outstanding
contributions to the consulting profession. Emmanuel Legbeti,
principal with Strategy& (the strategy consulting business of
PwC) was honored for Excellence in Operations Management. Carina
Hira, an Advisory director with PwC, received recognition for
Excellence in Financial Services. Both Emmanuel and Carina accepted
their awards at The Rising Stars of the Profession Awards Dinner on
April 16 in Chicago.
For more information, click here.
A forced CEO turnover costs a large company $1.8B more
in shareholder value than a planned turnover, according to
CEO turnovers at big public companies are inevitable and rarely
easy. But what is the cost?
In terms of shareholder value, it's more than significant.
Simply having a CEO turnover reduces median total shareholder
return (shareholder return is measured relative to the indices that
companies trade on) to -3.5% in the year after the turnover takes
place, based on the last three years of data.
That's according to analysis in the newly released 15th annual
Study of CEOs, Governance, and Success by Strategy&, a part of
the PwC network, which examines CEO turnover as well as incoming
and outgoing CEOs at the world's 2,500 largest public
For more insights, click here.
Soundbite: The Secret to Strategy that
Consider these two statistics: More than half of senior
executives have no confidence in their strategy and 80 percent of
corporate value destruction comes from bad strategy decisions.
There is clearly an epidemic of bad corporate strategy.
Many companies spend too much time, energy, and money chasing
the market, only to end up in exactly the same place as their
competitors. On top of that, they create a strategy that isn't
practical and never gets off the ground.
A better approach is one we call Capabilities-Driven Strategy.
It starts with understanding what you're truly great at and
building your strategy from there. When you get it right, the
payoff is tremendous.
In this three-part SoundBite video series, Strategy&
provides a practical guide for using capabilities to build your
company's engine for growth. Watch here.
PwC named a leader in Worldwide Strategy Consulting
Services in IDC MarketScape report
PwC was named a leader in the IDC MarketScape: Worldwide
Strategy Consulting Services 2014 Vendor Assessment report.
According to the report, "clients indicate they consider PwC to be
better than many of its peers at maximizing the value of a project
and integrating its project team with the client's."
According to IDC's analysis and buyer perception, "PwC and
Strategy&'s approach involves using insights derived from data,
testing, and learning along the way with all of the key
stakeholders; the resulting strategy becomes a living, evolving
model that helps the organization adapt rapidly to changes in the
environment, as it develops and strengthens new capabilities. The
resulting outcome is…the best, most insightful, and differentiated
Click here for more.