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Global Advisors’ Thoughts: Should you be restructuring (again)?

Global Advisors’ Thoughts: Should you be restructuring (again)?

By Marc Wilson

Photo by John Chew

You don’t take a hospital visit for surgery lightly. In fact, neither do good surgeons. Most recommend conservative treatment first due to risks and trauma involved in surgical procedures. Restructuring is the orthopaedic surgery of corporate change. Yet it is often the go-to option for leaders as they seek to address a problem or spark an improvement.

Restructuring offers quick impact

It is easy to see why restructuring can be so alluring. It has the promise of a quick impact. It will certainly give you that. Yet it should be last option you take in most scenarios.

Most active people have had some nagging injury at some point. Remember that debilitating foot or knee injury? How each movement brought about pain and when things seemed better a return to action brought the injury right back to the fore? When you visited your doctor, he gave two options: a program of physiotherapy over an extended period with a good chance of success or corrective surgery that may or may not fix the problem more quickly. Which did you choose? If you’re like me, the promise of the quick pain with quick solution merited serious consideration. But at the same time, the concern over undergoing surgery with its attendant risks for potential relief without guarantee is hugely concerning.

No amount of physiotherapy will cure a crookedly-healed bone. A good orthopaedic surgeon might perform a procedure that addresses the issues even if painful and with long term recovery consequences.

That’s restructuring. It is the only option for a “crooked bone” equivalent. It may well be the right procedure to address dysfunction, but it has risks. Orthopaedic surgery would not be prescribed to address a muscular dysfunction. Neither should restructuring be executed to deal with a problem person. Surgery would not be undertaken to address a suboptimal athletic action. Neither should restructuring be undertaken to address broken processes. And no amount of surgery will turn an unfit average athlete into a race winner. Neither will restructuring address problems with strategic positioning and corporate fitness. All of that said, a broken structure that results in lack of appropriate focus and political roadblocks can be akin to a compound fracture – no amount of physiotherapy will heal it and poor treatment might well threaten the life of the patient.

What are you dealing with: a poorly performing person, broken processes or a structure that results in poor market focus and impedes optimum function?

Perennial restructuring

Many organisations I have worked with adopt a restructuring exercise every few years. This often coincides with a change in leadership or a poor financial result. It typically occurs after a consulting intervention. When I consult with leadership teams, my warning is a rule of thumb – any major restructure will take one-and-a-half years to deliver results. This is equivalent to full remuneration cycle and some implementation time. The risk of failure is high: the surgery will be painful and the side-effects might be dramatic. Why?

Restructuring involves changes in reporting lines and the relationships between people. This is political change. New ways of working will be tried in an effort to build successful working relationships and please a new boss. Teams will be reformed and require time to form, storm, norm and perform. People will take time to agree, understand and embed their new roles and responsibilities. The effect of incentives will be felt somewhere down the line.

Restructuring is often attempted to avoid the medium-to-long-term delivery of change through process change and mobilisation. As can be seen, this under-appreciates that these and other facets of change are usually required to deliver on the promise of a new structure anyway.

Restructuring creates uncertainty in anticipation

Restructuring also impacts through anticipation. Think of the athlete waiting for surgery. Exercise might stop, mental excuses for current performance might start, dread of the impending pain and recovery might set in. Similarly, personnel waiting for a structural change typically fret over the change in their roles, their reporting relationships and begin to see excuses for poor performance in the status quo. The longer the uncertainty over potential restructuring lasts, the more debilitating the effect.

Leaders feel empowered through restructuring

The role of the leader should also be considered. Leaders often feel powerless or lack capacity and time to implement fundamental change in processes and team performance. They can restructure definitively and feel empowered by doing so. This is equivalent to the athlete overruling the doctors advice and undergoing surgery, knowing that action is taking place – rather than relying on corrective therapeutic action. A great deal of introspection should be undertaken by the leader. “Am I calling for a restructure because I can, knowing that change will result?” Such action can be self-satisfying rather than remedial.

Is structure the source of the problem?

Restructuring and surgery are about people. While both may be necessary, the effects can be severe and may not fix the underlying problem. Leaders should consider the true source of underperformance and practice introspection – “Am I seeking the allure of a quick fix for a problem that require more conservative longer-term treatment?”

Photo by John Chew

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Strategy Tools

Strategy Tools: Profit from the Core

Strategy Tools: Profit from the Core

Extensive research conducted by Chris Zook and James Allen has shown that many companies have failed to deliver on their growth strategies because they have strayed too far from their core business. Successful companies operate in areas where they have established the “right to win”. The core business is that set of products, capabilities, customers, channels and geographies that maximises their ability to build a right to win. The pursuit of growth in new and exciting often leads companies into products, customers, geographies and channels that are distant from the core. Not only do the non-core areas of the business often suffer in their own right, they distract management from the core business.

Profit from the Core is a back-to-basics strategy which says that developing a strong, well-defined core is the foundation of sustainable, profitable growth. Any new growth should leverage and strengthen the core.

Management following the core methodology should evaluate and prioritise growth along three cyclical steps:

Management following the core methodology should evaluate and prioritise growth along three cyclical steps

Focus – reach full potential in the core

  • Define the core boundaries
  • Strengthen core differentiation at the customer
  • Drive for superior cost economics
  • Mine full potential operating profit from the core
  • Discourage competitive investment in the core

For some companies the definition of the core will be obvious, while for others much debate will be required. Executives can ask directive questions to guide the discussion:

  • What are the business’ natural economic boundaries defined by customer needs and basic economics?
  • What products, customers, channels and competitors do these boundaries encompass?
  • What are the core skills and assets needed to compete effectively within that competitive arena?
  • What is the core business as defined by those customers, products, technologies and channels through which the company can earn a return today and compete effectively with current resources?
  • What is the key differentiating factor that makes the company unique to its core customers?
  • What are the adjacent areas around the core?
  • Are the definitions of the business and industry likely to shift resulting in a change of the competitive and customer landscape?

Expand – grow through adjacencies

  • Protect and extend strengths
  • Expand into related adjacencies
  • Push the core boundaries out
  • Pursue a repeatable growth formula

Companies should expand in a measured basis, pursuing growth opportunities in immediate and sensible adjacencies to the core. A useful tool for evaluating opportunities is the adjacency map, which is constructed by identifying the key core descriptors and mapping opportunities based on their proximity to the core along each descriptor. An example adjacency map is presented below:

Adjacency Map

Redefine – evaluate if the core definition should be changed

  • Pursue profit pools of the future
  • Redefine around new and robust differentiation
  • Strengthen the operating platform before redefining strategy
  • Fully value the power of leadership economics
  • Invest heavily in new capabilities

Executives should ask guiding questions to determine whether the core definition is still relevant.

  • Is the core business confronted with a radically improved business model for servicing its customers’ needs?
  • Are the original boundaries and structure of the core business changing in complicated ways?
  • Is there significant turbulence in the industry that may result in the current core definition becoming redundant?

The questions can help identify whether the company should redefine their core and if so, what type of redefinition is required:

Core redefinition

The core methodology should be followed and reviewed on an on-going basis. Management must perform the difficult balancing act of ensuring they are constantly striving to grow and reach full potential within the core, looking for new adjacencies which strengthen and leverage the core and being alert and ready for the possibility of redefining the core.

Source: 1 Zook, C – 2001 – “Profit From The Core” – Cambridge, M.A. – Harvard Business School Press
2 Van den Berg, G; Pietersma, P – 2014 – “25 need-to-know strategy tools” – Harlow – FT Publishing

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Fast Facts

There is a positive relationship between long production run sizes and OEE

Capture

  • Evidence suggests that longer run sizes lead to increased overall equipment effectiveness (OEE).
  • OEE is a measure of how effectively manufacturing equipment is utilised and is defined as a product of machine availability, machine performance and product quality.
  • Increasing run sizes improves availability as a result of less change over time, and performance as a result of less operator inefficiency.
  • North America facilities that previously ran at world-class OEE rates, have experienced lower OEE rates due to a move towards reduced lot sizes and shifting large volume production overseas1.
    • Shorter run sizes resulted in increased changeover frequency which led to increased planned downtime and reduced asset utilization.
    • As a result OEE rates dropped from 85% to as low as 50%1.
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Selected News

Quote: J.W. Stephens – Author

Quote: J.W. Stephens – Author

“Be the person your dog thinks you are!” – J.W. Stephens – Author

The quote “Be the person your dog thinks you are!” represents a profound philosophical challenge wrapped in disarming simplicity. It invites us to examine the gap between our idealised selves and our everyday reality through the lens of unconditional canine devotion. This seemingly light-hearted exhortation carries surprising depth when examined within the broader context of authenticity, aspiration and the moral psychology of personal development.

The Author and the Quote’s Origins

J.W. Stephens, a seventh-generation native Texan, has spent considerable time travelling and living across various locations in Texas and internationally. Whilst the search results provide limited biographical detail about this particular author, the quote itself reveals a distinctively American sensibility—one that combines practical wisdom with accessible moral instruction. The invocation of dogs as moral exemplars reflects a cultural tradition deeply embedded in American life, where the human-canine bond serves as both comfort and conscience.

The brilliance of Stephens’ formulation lies in its rhetorical structure. By positioning the dog’s perception as the aspirational standard, the quote accomplishes several objectives simultaneously: it acknowledges our frequent moral shortcomings, suggests that we already possess knowledge of higher standards, and implies that achieving those standards is within reach. The dog becomes both witness and ideal reader—uncritical yet somehow capable of perceiving our better nature.

The quote functions as what philosophers might term a “regulative ideal”—not a description of what we are, but a vision of what we might become. Dogs, in their apparent inability to recognise human duplicity or moral inconsistency, treat their owners as wholly trustworthy, infinitely capable, and fundamentally good. This perception, whether accurate or illusory, creates a moral challenge: can we rise to meet it?

Philosophical Foundations: Authenticity and the Divided Self

The intellectual lineage underpinning this seemingly simple maxim extends deep into Western philosophical tradition, touching upon questions of authenticity, self-knowledge, and moral psychology that have preoccupied thinkers for millennia.

Søren Kierkegaard (1813-1855) stands as perhaps the most important theorist of authenticity in Western philosophy. The Danish philosopher argued that modern life creates a condition he termed “despair”—not necessarily experienced as anguish, but as a fundamental disconnection from one’s true self. Kierkegaard distinguished between the aesthetic, ethical, and religious stages of existence, arguing that most people remain trapped in the aesthetic stage, living according to immediate gratification and social conformity rather than choosing themselves authentically. His concept of “becoming who you are” anticipates Stephens’ formulation, though Kierkegaard’s vision is considerably darker and more demanding. For Kierkegaard, authentic selfhood requires a “leap of faith” and acceptance of radical responsibility for one’s choices. The dog’s unwavering faith in its owner might serve, in Kierkegaardian terms, as a model of the absolute commitment required for authentic existence.

Jean-Paul Sartre (1905-1980) developed Kierkegaard’s insights in a secular, existentialist direction. Sartre’s notion of “bad faith” (mauvaise foi) describes the human tendency to deceive ourselves about our freedom and responsibility. We pretend we are determined by circumstances, social roles, or past choices when we remain fundamentally free. Sartre argued that consciousness is “condemned to be free”—we cannot escape the burden of defining ourselves through our choices. The gap between who we are and who we claim to be constitutes a form of self-deception Sartre found both universal and contemptible. Stephens’ quote addresses precisely this gap: the dog sees us as we might be, whilst we often live as something less. Sartre would likely appreciate the quote’s implicit demand that we accept responsibility for closing that distance.

Martin Heidegger (1889-1976) approached similar territory through his concept of “authenticity” (Eigentlichkeit) versus “inauthenticity” (Uneigentlichkeit). For Heidegger, most human existence is characterised by “fallenness”—an absorption in the everyday world of “das Man” (the “They” or anonymous public). We live according to what “one does” rather than choosing our own path. Authentic existence requires confronting our own mortality and finitude, accepting that we are “beings-toward-death” who must take ownership of our existence. The dog’s perspective, unburdened by social conformity and living entirely in the present, might represent what Heidegger termed “dwelling”—a mode of being that is at home in the world without falling into inauthenticity.

The Psychology of Self-Perception and Moral Development

Moving from continental philosophy to empirical psychology, several theorists have explored the mechanisms by which we maintain multiple versions of ourselves and how we might reconcile them.

Carl Rogers (1902-1987), the founder of person-centred therapy, developed a comprehensive theory of the self that illuminates Stephens’ insight. Rogers distinguished between the “real self” (who we actually are) and the “ideal self” (who we think we should be). Psychological health, for Rogers, requires “congruence”—alignment between these different self-concepts. When the gap between real and ideal becomes too wide, we experience anxiety and employ defence mechanisms to protect our self-image. Rogers believed that unconditional positive regard—accepting someone fully without judgment—was essential for psychological growth. The dog’s perception of its owner represents precisely this unconditional acceptance, creating what Rogers termed “conditions of worth” that are entirely positive. Paradoxically, this complete acceptance might free us to change precisely because we feel safe enough to acknowledge our shortcomings.

Albert Bandura (born 1925) developed social learning theory and the concept of self-efficacy, which bears directly on Stephens’ formulation. Bandura argued that our beliefs about our capabilities significantly influence what we attempt and accomplish. When we believe others see us as capable (as dogs manifestly do), we are more likely to attempt difficult tasks and persist through obstacles. The dog’s unwavering confidence in its owner might serve as what Bandura termed “vicarious experience”—seeing ourselves succeed through another’s eyes increases our own self-efficacy beliefs. Moreover, Bandura’s later work on moral disengagement explains how we rationalise behaviour that conflicts with our moral standards. The dog’s perspective, by refusing such disengagement, might serve as a corrective to self-justification.

Carol Dweck (born 1946) has explored how our beliefs about human qualities affect achievement and personal development. Her distinction between “fixed” and “growth” mindsets illuminates an important dimension of Stephens’ quote. A fixed mindset assumes that qualities like character, intelligence, and moral worth are static; a growth mindset sees them as developable through effort. The dog’s perception suggests a growth-oriented view: it sees potential rather than limitation, possibility rather than fixed character. The quote implies that we can become what the dog already believes us to be—a quintessentially growth-minded position.

Moral Philosophy and the Ethics of Character

The quote also engages fundamental questions in moral philosophy about the nature of virtue and how character develops.

Aristotle (384-322 BCE) provides the foundational framework for understanding character development in Western thought. His concept of eudaimonia (often translated as “flourishing” or “the good life”) centres on the cultivation of virtues through habituation. For Aristotle, we become virtuous by practising virtuous actions until they become second nature. The dog’s perception might serve as what Aristotle termed the “great-souled man’s” self-regard—not arrogance but appropriate recognition of one’s potential for excellence. However, Aristotle would likely caution that merely aspiring to virtue is insufficient; one must cultivate the practical wisdom (phronesis) to know what virtue requires in specific circumstances and the habituated character to act accordingly.

Immanuel Kant (1724-1804) approached moral philosophy from a radically different angle, yet his thought illuminates Stephens’ insight in unexpected ways. Kant argued that morality stems from rational duty rather than inclination or consequence. The famous categorical imperative demands that we act only according to maxims we could will to be universal laws. Kant’s moral agent acts from duty, not because they feel like it or because they fear consequences. The gap between our behaviour and the dog’s perception might be understood in Kantian terms as the difference between acting from inclination (doing good when convenient) and acting from duty (doing good because it is right). The dog, in its innocence, cannot distinguish these motivations—it simply expects consistent goodness. Rising to meet that expectation would require developing what Kant termed a “good will”—the disposition to do right regardless of inclination.

Lawrence Kohlberg (1927-1987) developed a stage theory of moral development that explains how moral reasoning evolves from childhood through adulthood. Kohlberg identified six stages across three levels: pre-conventional (focused on rewards and punishment), conventional (focused on social approval and law), and post-conventional (focused on universal ethical principles). The dog’s expectation might be understood as operating at a pre-conventional level—it assumes goodness without complex reasoning. Yet meeting that expectation could require post-conventional thinking: choosing to be good not because others are watching but because we have internalised principles of integrity and compassion. The quote thus invites us to use a simple, pre-moral faith as leverage for developing genuine moral sophistication.

Contemporary Perspectives: Positive Psychology and Virtue Ethics

Recent decades have seen renewed interest in character and human flourishing, providing additional context for understanding Stephens’ insight.

Martin Seligman (born 1942), founder of positive psychology, has shifted psychological focus from pathology to wellbeing. His PERMA model identifies five elements of flourishing: Positive emotion, Engagement, Relationships, Meaning, and Accomplishment. The human-dog relationship exemplifies several of these elements, particularly the relationship component. Seligman’s research on “learned optimism” suggests that how we explain events to ourselves affects our wellbeing and achievement. The dog’s relentlessly optimistic view of its owner might serve as a model of the explanatory style Seligman advocates—one that sees setbacks as temporary and successes as reflective of stable, positive qualities.

Christopher Peterson (1950-2012) and Martin Seligman collaborated to identify character strengths and virtues across cultures, resulting in the Values in Action (VIA) classification. Their research identified 24 character strengths organised under six core virtues: wisdom, courage, humanity, justice, temperance, and transcendence. The quote implicitly challenges us to develop these strengths not because doing so maximises utility or fulfils duty, but because integrity demands that our actions align with our self-understanding. The dog sees us as possessing these virtues; the challenge is to deserve that vision.

Alasdair MacIntyre (born 1929) has argued for recovering Aristotelian virtue ethics in modern life. MacIntyre contends that the Enlightenment project of grounding morality in reason alone has failed, leaving us with emotivism—the view that moral judgments merely express feelings. He advocates returning to virtue ethics situated within narrative traditions and communities of practice. The dog-owner relationship might be understood as one such practice—a context with implicit standards and goods internal to it (loyalty, care, companionship) that shape character over time. Becoming worthy of the dog’s trust requires participating authentically in this practice rather than merely going through the motions.

The Human-Animal Bond as Moral Mirror

The specific invocation of dogs, rather than humans, as moral arbiters merits examination. This choice reflects both cultural realities and deeper philosophical insights about the nature of moral perception.

Dogs occupy a unique position in human society. Unlike wild animals, they have co-evolved with humans for thousands of years, developing sophisticated abilities to read human gestures, expressions, and intentions. Yet unlike humans, they appear incapable of the complex social calculations that govern human relationships—judgement tempered by self-interest, conditional approval based on social status, or critical evaluation moderated by personal advantage.

Emmanuel Levinas (1906-1995) developed an ethics based on the “face-to-face” encounter with the Other, arguing that the face of the other person makes an ethical demand on us that precedes rational calculation. Whilst Levinas focused on human faces, his insight extends to our relationships with dogs. The dog’s upturned face, its evident trust and expectation, creates an ethical demand: we are called to respond to its vulnerability and faith. The dog cannot protect itself from our betrayal; it depends entirely on our goodness. This radical vulnerability and trust creates what Levinas termed the “infinite responsibility” we bear toward the Other.

The dog’s perception is powerful precisely because it is not strategic. Dogs do not love us because they have calculated that doing so serves their interests (though it does). They do not withhold affection to manipulate behaviour (though behavioural conditioning certainly plays a role in the relationship). From the human perspective, the dog’s devotion appears absolute and uncalculating. This creates a moral asymmetry: the dog trusts completely, whilst we retain the capacity for betrayal or manipulation. Stephens’ quote leverages this asymmetry, suggesting that we should honour such trust by becoming worthy of it.

Practical Implications: From Aspiration to Action

The quote’s enduring appeal lies partly in its practical accessibility. Unlike philosophical treatises on authenticity or virtue that can seem abstract and demanding, Stephens offers a concrete, imaginable standard. Most dog owners have experienced the moment of returning home to exuberant welcome, seeing themselves reflected in their dog’s unconditional joy. The gap between that reflection and one’s self-knowledge of moral compromise or character weakness becomes tangible.

Yet the quote’s simplicity risks trivialising genuine moral development. Becoming “the person your dog thinks you are” is not achieved through positive thinking or simple willpower. It requires sustained effort, honest self-examination, and often painful acknowledgment of failure. The philosophical traditions outlined above suggest several pathways:

The existentialist approach demands radical honesty about our freedom and responsibility. We must acknowledge that we choose ourselves moment by moment, that no external circumstance determines our character, and that self-deception about this freedom represents moral failure. The dog’s trust becomes a call to authentic choice.

The Aristotelian approach emphasises habituation and practice. We must identify the virtues we lack, create situations that require practising them, and persist until virtuous behaviour becomes natural. The dog’s expectation provides motivation for this long-term character development.

The psychological approach focuses on congruence and self-efficacy. We must reduce the gap between real and ideal self through honest self-assessment and incremental change, using the dog’s confidence as a source of belief in our capacity to change.

The virtue ethics approach situates character development within practices and traditions. The dog-owner relationship itself becomes a site for developing virtues like responsibility, patience, and compassion through daily engagement.

The Quote in Contemporary Context

Stephens’ formulation resonates particularly in an era characterised by anxiety about authenticity. Social media creates pressure to curate idealised self-presentations whilst simultaneously exposing the gap between image and reality. Political and institutional leaders frequently fail to live up to professed values, creating cynicism about whether integrity is possible or even desirable. In this context, the dog’s uncomplicated faith offers both comfort and challenge—comfort that somewhere we are seen as fundamentally good, challenge that we might actually become so.

The quote also speaks to contemporary concerns about meaning and purpose. In a secular age lacking consensus on ultimate values, the question “How should I live?” lacks obvious answers. Stephens bypasses theological and philosophical complexities by offering an existentially grounded response: live up to the best version of yourself as reflected in uncritical devotion. This moves the question from abstract principle to lived relationship, from theoretical ethics to embodied practice.

Moreover, the invocation of dogs rather than humans as moral mirrors acknowledges a therapeutic insight: sometimes we need non-judgmental acceptance before we can change. The dog provides that acceptance automatically, creating psychological safety within which development becomes possible. In an achievement-oriented culture that often ties worth to productivity and success, the dog’s valuation based simply on existence—you are wonderful because you are you—offers profound relief and, paradoxically, motivation for growth.

The quote ultimately works because it short-circuits our elaborate mechanisms of self-justification. We know we are not as good as our dogs think we are. We know this immediately and intuitively, without needing philosophical argument. The quote simply asks: what if you were? What if you closed that gap? The question haunts precisely because the answer seems simultaneously impossible and within reach—because we have glimpsed that better self in our dog’s eyes and cannot quite forget it.

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