As the population of Europe ages, the demand for healthcare will continue to rise. Yet the weak competitiveness of many European economies, low growth and high state debt means that little or no additional funds will be available for healthcare. This situation presents European health authorities and institutions with a stark choice: offer less care per head or raise healthcare productivity.
The company was growing rapidly and questions had arisen as to whether current and anticipated projects, which typically last for one to three years, could all be staffed effectively. However, there was also concern that overshoot could lead to too high a fixed cost base. Nick worked with line and project managers to develop an […]
Managing financial discontinuities effectively is key to the longer-term viability of any organization in the current economic climate. Many enterprises approach this issue simply by cutting discretionary cost and reducing head count. Yet this approach can actually increase risks to the long term viability of an enterprise by reducing flexibility, the ability of an organization […]
Feasibility Exploration uses the Business Model Canvas as a framework to explore the viability of a potential new business or product. The core of a Feasibility Exploration is formed by 3 major activities: Mapping: often this means articulating and thinking through concepts of which parts have been discussed for some while; Quantification: initial market sizing, […]
Entrepreneurs starting a new venture need to answer a basic question: what is your business model, how will you earn money? Answering this question requires a framework for describing a business. A good recent definition of a business model is a description of “how an organization creates, delivers and captures value” (Osterwalder & Pigneur). An […]
ABB’s Distribution Transformers business ($1bn turnover) was world market leader, but losing ground and insufficiently profitable. Nick led a team that identified fragmentation of marketing and production (33 factories in 27 countries) as the key barrier to improvement. ABB had not kept pace with the consolidation in its customer markets caused by deregulation. The team […]
Led a project to develop a turnaround strategy for a recently acquired ailing business unit of a fast-growing manufacturer. The key element of the new strategy was providing better service than the competition. Companion initiatives included cost and asset reductions, new positioning and a new performance-based pay structure. The project was immensely successful; profitability exceeded […]