Amanda Setili was recently interviewed by Colleen Francis on LinkedIn Live where they discussed how the pandemic will improve certain areas of business for the employer, the employee, and the customer.
What a fun and thought provoking conversation with Colleen Francis today. We covered a lot of terrain, including:
– How having a diverse team makes you more resilient in the face of market upsets.
– 3 things you must do to maintain your team’s productivity and enthusiasm when times are tough.
– Six things that will improve as a result of the pandemic:
o How pricing will change
o Why customer-supplier relationships will change for the better
o What new business opportunities and white space will be created
o Why sales productivity and effectiveness will increase dramatically
o How video game companies will lead the way into new remote experiences for businesses.
o Why remote work is here to stay, and why it will improve our outcomes and lives.
– How comfort with uncertainty creates a lasting competitive advantage, now more than ever.
Catch the full interview, Six Things that may Change for the Better, on LinkedIn.
From the archives of David Bernal’s company blog, timeless advice on how to build a competitive intelligence function that responds to business needs and informs an effective strategy.
Recently, I had a discussion with the VP of strategy for a major multinational retailer. Even a company with vast resources and highly capable management struggled with a common issue for top management: the lack of actionable, timely and relevant competitive information to make appropriate corporate strategy and performance-improvement decisions.
Many companies, like this one, have reams of data from multiple internal and external sources, but they lack the structure, focus and processes to turn that data into valuable insight to inform their strategy. Often there is too much data and little actionable information.
Relevant and timely insight can be the determining factor when making major strategy and implementation decisions affecting the direction and quality of multiple business activities including growth initiatives, new market entry, M&A strategy, pricing, product and technology roadmaps, JVs, partnerships, etc.
After spending years working with companies around the world to define, articulate and implement competitive insight programs to educate their business strategy, I have determined there are four key best practices that will help you and your team create a capable competitive intelligence function that not only responds to specific organizational needs and enhances decision making at multiple levels but that also can become a long-term source of competitive advantage in the future.
Four points included in this article are:
- Identifying the strategic context
- Comparing data with required insight
- Strategy > Structure > People > Process
- Testing and adjusting
Read the full article, Four best practices for building your internal competitive intelligence capabilities, on the Growth Decisions website.
Umbrex is pleased to welcome Mayowa Ubebe with Cardinal Cornerstone. Mayowa spent 2 years with McKinsey & Company as an Associate working on strategy development and implementation projects across across the public, private and third sectors. She was based in the Lagos office with wide-reaching experience working with global clients in the consumer, financial services and energy industries, national governments and multi-lateral development/donor organisations.
Prior to McKinsey, Mayowa had a 6-year career in the energy industry managing offshore EPC projects at ExxonMobil and performing hands-on wireline oilfield services as an Internationally-mobile Field Engineer with Schlumberger in Europe, Asia and Africa.
Mayowa currently lives in London, UK with her husband and son. She enjoys blogging and is passionate about mentoring female high school students in the developing world. She is available to collaborate on strategy development or implementation projects in any industry.
Umbrex is pleased to welcome Allyson Pritchett. Allyson spent 4+ years as a Project Leader and Consultant in the Retail / Consumer practice at Boston Consulting Group and recently began independent consulting in 2020. Prior to BCG, she worked in Business Development for Walt Disney Parks & Resorts as well as Corporate Strategy for 7-Eleven and Dean Foods Company.
Allyson has particular expertise in implementing large scale transformations and has lead major transformations in retail, travel & leisure, and financial services. She hails from Alabama and North Carolina, but now lives in New York, New York and is actively involved in her alumni chapter and the New York Junior League. Allyson is happy to collaborate on projects involving business transformation, product launch, and sourcing / procurement in the U.S.
Umbrex is pleased to welcome Liz Kenny. Liz Kenny is a former McKinsey consultant with eight years of independent consulting and freelance experience. She partners with clients to drive sales growth as either a consultant, or a short-term embedded team member. Liz has a strong blend of both consulting and operating experience, and has supported strategic initiatives across a wide range of industries including retail, technology, media and entertainment, and financial services.
Liz balances her time between strategic and creative projects. When she is not working with a client, she is writing screenplays and other content (TV pilots, short films, etc.) Liz is based in Los Angeles with her new puppy, Fozzie Bear. Liz is happy to collaborate on projects in the Western U.S.
Umbrex is pleased to welcome Brendan Kelly. Brendan Kelly has more than 15 years of professional experience across multiple sectors and industries including public affairs, top-tier consulting, and financial services.
Following an early career as a lobbyist for the Irish financial service industry, he joined the Dublin/London office of McKinsey in 2010 where he worked primarily on strategy and operations for clients in the banking and insurance sectors. On leaving McKinsey in 2014 he worked initially as an independent consultant before taking up a role as Head of Strategy for Credit Suisse’s private banking business in Europe based in Switzerland. He returned to independent consulting in early 2019 to have greater freedom to develop his own entrepreneurial ideas.
Brendan’s distinctive strengths include conceptual problem solving, communications, and team leadership and his working style combines the intellectual rigor of consulting with pragmatism and practicality.He is particularly interested in supporting projects in strategy development and implementation, change and transformation, and program management.
In addition to his strong background in financial services, Brendan has a proven track record in driving change and creating value across multiple industries including Food, e-commerce, publishing, and pharma. Brendan’s focus is on serving clients in the UK, Ireland, Switzerland and Western Europe.
Umbrex is pleased to welcome Ricardo Fernandez to our community. Ricardo Fernandez spent 10 years in consulting in BCG, Accenture and KPMG focusing on strategic projects, due diligences, innovation, integrations and business plans.
The last 8 years he has been focusing on digital growth technology companies where he has experience in Growth, Sales, Marketing Operations and mostly in Financial Services. He recently left Prodigy Finance a Fintech marketplace that has originated $1B to lend to international students going to the top masters around the world.
Ricardo was CSMO and led up strategic partnerships for the company while sitting on the executive committee. Ricardo is based in Madrid and has 2 kids. He is an Engineer from UC Berkeley (with Honors) & MBA from INSEAD with a scholarship from Fundación Rafael del Pino.
Ricardo is happy to collaborate on projects focused on growth, sales and strategy in Europe
Many financial service leaders are not convinced that total market growth is important. Luiz Zorzella explains why even small companies can benefit from paying attention to and capitalizing on what is happening to the market.
You may have heard – or asked – questions such as:
“If our company does not hold a large market share in our markets, should we worry about market growth?”
“How would we even estimate market growth?”
“If most of our existing clients are in not in growth markets, should we abandon them and go after new ones?”
Those are very valid questions:
In most markets, companies with single-digit market shares feel no significant impact of market saturation (that feeling that you have exhausted all good leads). That means that as a general rule, regardless of whether the market is expanding or contracting, there is always an abundant supply of fresh, good prospects to be chased.
Areas explored include:
-Growing markets have growing needs. For example, your commercial clients will be investing to expand capacity and may need CRE and equipment loans to open new locations.
-Growing markets have more sophisticated needs. For example, companies in growing markets often need more attractive Group Benefits to attract talent and ward off poachers.
-Growing markets tend to supply better clients. For example, credit quality tends to be good and to improve over time in growing markets – thus not only improving the quality and value of your portfolio but also freeing up capital to invest in growth.
-Growing markets will carry you. This is because your existing clients, who have a lower acquisition cost than new clients, will continue to grow.
Read the full article, The Eternal Hunt for Growth in Financial Services, on the Amquant website.