Strategic Clarity

Should you build the capability, buy it or keep it in the markets?

A real operating decision starts with what the capability must deliver, which decisions belong with the markets and what partners can carry. I work from your numbers: cost, volumes, capacity and the people who will have to carry the decision. We examine the trade-offs before budgets, hires and contracts make the choice hard to reverse.

How to work with me

Decision Review. A fixed-scope first engagement on one operating model decision: a focused discussion followed by a one-page recommendation that sets out your options, what each one commits your operating model to, the trade-offs and the next decision.

Strategy Paper. For decisions requiring deeper analysis, I work with the people who will have to carry the decision. You get a written strategy paper: the decision, the options, my recommendation and the path into the operating model work that has to follow.

Typical decisions

Build, buy or outsource: hubs, content and creative factories, near- and offshore delivery
Whether the commercial model will carry the next markets or indication
Commercial due diligence or an operating assessment for a portfolio company
What automation and AI change in the operating model, as opposed to in the tools

What it rests on

I have taken decisions like these as an operator, with the budget and the people on my side of the table, and stayed until what we decided was in place, running and delivering. Before pharma, I led operations transformation programmes as a consultant for SMI- and DAX-listed companies in pharma, diagnostics and automotive.

What can follow: Scalable Operating Models, when the decision needs an organisation that does not exist yet.

Next step: email me with the decision in front of you.

michael@kurradvisory.com