Strategy&'s thought leadership

PwC’s Strategy& brings deep industry-based expertise to our clients. Our distinctive approach also reflects a commitment to four major platforms that are highly relevant for companies across all industries: Capabilities-Driven Strategy + Growth, M&A transformation, Digital, and Fit for Growth*.

Capabilities-Driven Strategy + Growth

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. Only a coherent company — one that pursues a clear strategic direction, builds a system of differentiating capabilities consistent with that direction, and sells products and services that thrive within that system — can reliably and sustainably outpace competitors.

Strategy&'s Capabilities thought leadership spotlight:

Strategy That Works
Winning companies don’t follow conventional wisdom. They apply five acts of unconventional leadership that allow them to close the strategy-to-execution gap.
Grow from Your Strengths
The only sustainable way to capture new opportunities is to remain true to what your company does best.
The Right to Win
Business strategy is at an evolutionary crossroads. It’s time to resolve the long-standing tension between the inherent identity of your organization and the fleeting nature of your...
The Coherence Premium
Sustainable, superior returns accrue to companies that focus on what they do best. Companies that align their differentiating capabilities with the right external market position enjoy a...


Thanks to digitization, companies across industries are racing to migrate "analog" approaches to customers, products, services, and operating models to an always-on, real-time, and information rich marketplace. Some leaders are redesigning their capabilities and operating models to take full advantage of digital technologies to keep step with the "connected" consumer and attract talent. Others are creating qualitatively new business models — and tremendous value — around disruptive digital opportunities. In doing so, these companies secure not only continued relevance, but also superior returns

Strategy&'s Digital thought leadership spotlight:

Diagnosing Dislocation
Don’t assume the new entrant in your market is a disruption. Learn to recognize different types of threats and design the best strategic response.
Connecting the world
We identify 10 mechanisms — promising ideas, approaches, and technological and business-model innovations — that will address the structural challenges in these markets and...
Mobile Now
With the latest mobile technology, the ability to deliver seamless, omnichannel consumer experiences is finally within reach.

Fit for Growth

In an uneven business climate, companies need to transform how they operate, while creating the capacity to invest in growth. Our Fit for Growth methodology starts by articulating a clear and compelling cost agenda from the front line to the back office, continues with the building of lean and resilient processes, systems, operations, and organization structures, and culminates in the institutionalization of capabilities that keep resources flowing to "good" costs and away from "bad." The outcome is an adaptable, high-performance culture positioned on an accelerated path to sustained growth.

Strategy&'s Fit for Growth thought leadership spotlight:

At odds: Company spending and strategy
Strategy& Fit for Growth Index Profiler surveyed more than 1900 executives from companies of all sizes around the world to understand how well they align their strategy and cost agenda.
The Tax-Savvy Company Restructuring
Leaders shouldn’t forget that most structural changes will have tax implications. Thoughtful planning can convert tax traps into enhanced reorganization returns.

M&A transformation

Many companies pursue M&A in the hopes of finding a path that supports growth or engage in divestitures that are strategic rather than reactive. But all too often, they fail to gain the value promised from the transaction. Smart dealmakers avoid this fate by getting three things right: First, they focus on deals with a strong strategic rationale — those that allow them to extend their distinctive capabilities to the businesses they are acquiring, create more capability coherence in their portfolios or strengthen their most important capabilities. Second, they excel at executing the deal itself, taking into consideration market dynamics and conducting business-wide due diligence across costs, revenue, systems, talent, tax and compliance. And, third, they are expert at capturing value from their transactions. When all three of these elements are in play companies execute deals seamlessly, capture synergies during integration or realize benefits from divestitures, and deliver value to stakeholders in the short- and long-term.

Strategy&'s M&A thought leadership spotlight:

Semiconductor industry
From the mainframe to the mini to the PC to the smartphone, our computing devices just keep getting smaller, faster, and cheaper.
Deals That Win
Twelve years of data shows that mergers and acquisitions that apply or enhance capabilities produce superior returns.
The Capabilities Premium in M&A
A study of inorganic growth shows that deals made to enhance or leverage the things that companies do well consistently outperform others.