PwC is a leader in the ALM Vanguard Business Strategy & Planning Consulting
Business Strategy & Planning effectiveness always comes down to getting the right strategy and executing it the right way. The rub is that both conditions are tightly intertwined. Good strategies set the bar for and inspire execution, and the ability to execute is a mark of good strategy. This puts companies in a bind, because their strategies need to be sufficiently bold in ambition and sweep so as to motivate, while being carefully calibrated for the bounds set by existing capabilities and resources and translated into concrete actions that can be acted on and measured. Aggravating this underlying tension is a current context in which, while nearly all companies possess a strategy and an entrenched process for developing strategy and planning execution, the external environment is changing in ways which render old ways of operating unfit. Today’s strategies and planning processes need to be faster, more flexible, and more open-ended in terms of engaging divergent points of view.
The leaders are at the top of the market in terms of their capabilities to create client impact through their depth of expertise and ability to deploy it across a range of engagement models. They are unique in their ability to independently execute end-to-end projects across the full spectrum of client contexts. They range from providers in the top quintile in terms of depth of capability for low-complexity engagement models to those that combine above-average depth of capability, with the ability to deploy it across high-complexity engagement models.
The author of the report, Nathan Simon states that “inspired by the “capabilities-driven strategy” perspective and associated tools developed by its Strategy& affiliate, PwC is particularly effective at helping clients connect internal insights on internal capabilities with external ones related to markets. In this, the firm is notable for its ability to shed light on the hard to evaluate cultural drivers of strategic outcomes, drawing on the behavioural insights and methods of its Katzenbach Center.
The report highlights that “PwC organises its offering through the business strategy arm of its Strategy& affiliate, which brings together resources related to corporate strategy, organic growth, portfolio strategy, pricing, shareholder value, and strategic planning. PwC Strategy&’s consulting approach, “capabilities-driven strategy,” builds from the premise that good strategy is more about the way it is integrated with execution than approaches that prioritise strategy or execution in isolation. For this, PwC Strategy& believes companies need clarity on their distinctive value proposition, the short list of capabilities critical for delivering it, and which products and services best fit with it.”
Miles Everson, US Vice Chairman and PwC’s Global Advisory Leader and the Asia Pacific Americas Advisory and Consulting Leader said:
“We are really proud of this recognition by ALM Intelligence. Our global team of strategists work alongside all of our clients to help them solve their toughest problems and capture their greatest opportunities. This can mean helping them to undertake complicated and risky change. Our breadth and depth of the PwC network means that we deliver speed, certainty and impact.”
Randy Browning, Advisory Markets Leader added:
“We are delighted to be named a leader by ALM Intelligence. Our leading strategy teams help each and every client right through from strategy through execution for all of their strategy consulting needs. Clients receive practical strategy advice from our people who understand the opportunities and risks involved in implementation and strategic execution skills from people who understand the context. A company's right to win in any market depends not just on external market positioning and not just on internal capabilities, but on a coherent strategy that aligns these factors at every level.”
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