Work We Do
Our focus on issues related to digital disruption, redefining competiveness, global operating models, and talent and leadership helps drive both efficiencies and growth. Whether focused on strategies for business, technology or operations, we have the people, skills and experience to effectively shape expected results and value. We offer highly objective points of view with an emphasis on business and technology, leveraging our experience and competence.
Helping companies gain the attributes that keep them ahead in an increasingly turbulent market: today’s market lifecycles are characterized by violent success and dramatic decline.
A “shark fin” not the old bell model curve. Competing requires strategies that encompass digital technology to gain agility, innovation and drive profitable growth in sustainable ways.
- Most companies focus on one manufacturing sourcing strategy and optimize it to become highly efficient, but that compromises their flexibility to make necessary operational changes to control expenses.
- Too many companies default to the Known Good Die model, and pay the associated management fees, because it’s convenient—but that unnecessarily adds 2 percent to 4 percent to their cost structure.
- Many fabless companies aren’t deploying the optimal strategy for their business because they use the wrong criteria to determine which sourcing strategy to adopt.
- In short, fabless companies are squandering millions of dollars and eroding margins because of inefficient manufacturing and testing of chips and that must change for companies to restore competitiveness and profitable growth.
Businesses are missing the link between cost reduction efforts and growth strategy.
Executing cost reduction strategies to fuel growth is challenging, but it has to happen for a business to be competitive. Here are three actions companies need to take: