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All in Business Strategy
Matthew Webber writes about how competitive advantage is now shifting to the Supply Chain. We are living in very uncertain times, driven by the various disruptions that are playing out in front of our very eyes. The level of disruption is often overwhelming, and the certainty, safety and security of our supply chains are under threat. It will be those organisations that can bring a level of consistency and reliability in their supply chains that will...
Jo Hands writes about DeBono’s White Hat Theory and how the different hats apply to Whiteark. We know that successful companies work to proactively listen to different perspectives from across their organisation. Finding ways to do this where people feel comfortable to share their views/ideas is critical…
The Guide to Getting Your Business Ready for Sale | To maximise the value of your business on exit it’s imperative that you commence strategic planning work at least 18 months to 2 years out from sale. Key elements that need to be considered in your strategic plan include...
Matthew Webber writes about retail transformation in disruptive times. It is both confronting and somewhat depressing to turn the pages (physically or digitally) of a newspaper to see yet another retailer fall victim to the economic climate. There is nothing nice about an empty shop front, the loss of jobs or the withdrawal of an important community institution.
It seems simple and makes sense but many companies struggle to track and measure their financial and strategic performance. At the beginning of the year, as you reset your priorities post covid-19, it is imperative that you understand a range of metrics and measurement tools. Having a weekly scorecard that measures your top 10-15 metrics is critical.
From a recent poll on LinkedIn, 50% of people responded that resetting strategic priorities was a key focus area for 2021. It makes sense, 2020 was a very different year to what people had planned. Companies pivoted, reacted, and made decisions that were focused on survival. Survival mode was the ultimate focus; do we have enough cash in the bank?
Public M&A activity reduced in FY20, largely due to global uncertainty and economic impacts resulting from the coronavirus pandemic. The transactions accounted for in this document involve Australian ASX listed targets that were conducted (or announced as intended to be conducted) by way of takeover bid or scheme of arrangement in FY20.
Charlie Nelson, Director at foreseechange, writes about managing uncertainty - unpacking three key strategies. A recent survey by Whiteark found that people in business were more concerned about uncertainty than any other issue. This is understandable given the shocks of the past year, including extensive, tragic bushfires, the COVID-19 pandemic...
Revenue contribution to the Private Equity industry in Australia is forecast to decline 3.5% in 2020-21 due to Covid-19 disruptions, however, it is expected to grow 2.6% over the years through to 2025-26 to $725.3M. Private Equity firms need to consider the following four actions to ensure they can add value.
Browse and download the Whiteark guide to Zero Based Budgeting (ZBB). This is a method of budgeting where all expenses are justified at the beginning of each new budget cycle and all assumptions documented. We explore the benefits and challenges of ZBB and the 7 steps required to build your own.
According to Gartner, five areas of digital commerce are being transformed due to the effect of Covid-19 on customer behaviours and businesses accelerating their adoption of online and digital alternatives.
To maximise the value of your business on exit it’s imperative that you commence strategic planning work at least 18 months to 2 years out from sale. Key elements that need to be considered in your strategic plan include: Key businesses drivers, competitive environment, potential buyers, global mergers & acquisition.
