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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: Opportunity/vulnerability matrix – “The Bananagram”

Strategy Tools: Opportunity/vulnerability matrix – “The Bananagram”

Logic suggests that high relative market share (RMS) should translate into higher profitability (unless the firm was not using its potential advantages or pricing to penetrate the market further). This suggests that a “normative curve / band” exists to describe this phenomenon i.e. the expected profitability of the average business segment in a particular industry according to normal expectations conditional on the segment’s relative market share. This normative band is shown in the figure below as the area between the two curves.

The Opportunity / Vulnerability Matrix
The Opportunity / Vulnerability Matrix

The curve is best explained using data / businesses that have been correctly segmented. In practice such data can only be obtained after analysing the organisation and having a good understanding of any relationships. The band used to be shown coloured yellow, hence the chart became known as a “bananagram”.

The implication of the curve is that high relative market share positions, correctly segmented, are valuable segments / businesses. Managers should therefore strive to achieve / participate in these segments / businesses.

Another implication, in some ways obscured focusing primarily on the growth share matrix (especially where “dogs” are concerned), is that it is useful to improve relative market share in a business segment whatever the starting position. The bananagram enables one to calculate a rough estimate of the equilibrium profitability to be expected from any particular position (relative market share). Therefore it is possible to estimate the potential benefit of moving any particular segment position against the cost of doing so – extra marketing spend, product development or lower prices. This allows one to quantitatively assess whether it is worth trying to raise RMS and which segment / business investments give the best return to shareholders.

Empirical evidence suggests that the majority of observations would fall between the two curved lines and it would be unusual for businesses to fall outside this band. There are two possible positions where a business segment can find itself outside of the two curved lines – this is depicted in the figure below.

The Opportunity / Vulnerability Matrix – Example
The Opportunity / Vulnerability Matrix Example

Business A is earning (for example) 45 per cent return on net capital employed, a good return, but is in a weak relative market share position (say 0,5x, or only half the size of the segment leader). The theory and empirical data from the matrix suggests that the combination of these two positions is at best anomalous, and probably unsustainable. Business A is therefore in the “vulnerability” part of the matrix. The expectation must be that in the medium term, either the business must improve its relative market share position to sustain its profitability (the dotted arrow moving left), or that it will decline in profitability (to about break-even). Why should this happen? Well, the banana indicates that the market leader in this business may well be earning 40 percent or even more ROCE in the segment. What may be happening is that the leader is holding a price umbrella over the market, that is, is pricing unsustainably high, so that even the competitors with weak market share are protected from normal competition (especially where pricing is concerned). What happens if the market leader suddenly cuts prices by 20 percent? They will still earn a good return, but the weaker competitors will not. The leader may opt to provide extra product benefits or services, instead of lowering prices, but the effect would still be a margin cut. It is as well to know that business A is vulnerable. If relative market share cannot be improved, it is sensible to sell it before the profitability declines.

Now let’s look at business B. This is a business in a strong relative market share position – the leader in its segment, five times larger than its nearest rival. It is earning 2 percent ROCE. This is a wonderful business to find. The theory and practical data suggest that such a business should be making 40 percent ROCE, not 2 percent. Nine times out of ten when such businesses are found, it is possible to make them very much more profitable, usually by radical cost reduction (often involving restructure), but sometimes through radical improvement of service and product offering to the customer at a low extra cost to the supplier, but enabling a large price hike to be made. Managements of particular businesses very often become complacent with historical returns and think it is impossible to raise profits in a step function to three, four or five times their current level. The bananagram challenges that thinking for leadership segment positions, and usually the bananagram is proved right. After all, high relative market share implies huge potential advantages; but these must be earned and exploited, as they do not automatically disgorge huge profits.

Source: Koch, R – “Financial Times Guides Strategy” – Fourth edition – Prentice Hall – page 313-316

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Fast Facts

South African retailers have maintained flat margins on lamb and seen declining margins on beef

South African retailers have maintained flat margins on lamb and seen declining margins on beef

  • Beef producers’ share of retail prices has increased from 43% to 45% from 2000 to 2013 while lamb producers’ share has decreased from 55% to 53%
  • Lamb prices have escalated above other meat prices as producers have passed on supplier increases
    • Retailers have been unwilling to cushion these increases
  • Retailers have cushioned an increase in beef producer prices and taken smaller margins
    • Retail prices of beef have risen at a slower rate than producer prices
  • Beef consumption is growing with the rise of the middle class while lamb consumption is declining
  • Demand for beef is higher than lamb due to affordability
    • Retailers are willing to take less margin on beef in order to maintain foot traffic through their stores
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Selected News

Quote: David Viscott – Psychiatrist

Quote: David Viscott – Psychiatrist

“The purpose of life is to discover your gift. The work of life is to develop it. The meaning of life is to give your gift away.” – David Viscott – Psychiatrist

David Steven Viscott (1938-1996) was an American psychiatrist whose career fundamentally reshaped how mental health advice reached the general public. Born in Boston and educated at Dartmouth College and Tufts Medical School, Viscott emerged as one of the most influential figures in the history of therapeutic broadcasting, pioneering a distinctive approach to psychological counselling that prioritised speed, clarity and direct confrontation with uncomfortable truths.

The Revolutionary Radio Therapist

In 1980, Viscott made a pivotal decision that would define his legacy: he became one of the first psychiatrists with a medical degree to launch a full-time call-in radio show. Broadcasting from KABC-AM in Los Angeles, he transformed late-night radio into a therapeutic space where thousands of listeners could eavesdrop on-and learn from-the real struggles of callers seeking guidance. From 1980 until April 1993, Viscott became what his business partner Matt Small described as “everyone’s drive-time friend for years,” diagnosing callers’ emotional difficulties within minutes of hearing their problems and dispensing what became known as “tough love” therapy.

What distinguished Viscott from his contemporaries was his methodical approach. He called his technique the “Viscott Method,” a framework built on three foundational pillars: speed, simplicity and relentless pursuit of truth. Viscott held an unshakeable conviction that without confronting reality head-on, no individual could adequately address their underlying difficulties. This philosophy wasn’t merely rhetorical-it was operationalised through his therapeutic centres. In 1984, he established the Viscott Institute, which expanded into a chain of three Viscott Centers for Natural Therapy across Southern California, where trained therapists applied his methods in short-term interventions. The model was radical for its time: four sessions maximum, and clients departed with cassette recordings of their therapy and workbooks designed to facilitate self-discovery.

The Philosophy of Purpose and Gift

The quote attributed to Viscott-“The purpose of life is to discover your gift. The work of life is to develop it. The meaning of life is to give your gift away”-encapsulates the philosophical core of his therapeutic vision. This formulation appeared in his 1993 work Finding Your Strength in Difficult Times, a text that synthesised decades of clinical observation and radio counselling into actionable wisdom for readers navigating personal crises.

Viscott’s tripartite framework reflects a humanistic psychology tradition that emphasises self-actualisation and purposeful living. The concept of discovering one’s “gift”-one’s unique capacities and reason for existing-became central to his therapeutic brand. He believed that psychological distress often stemmed from individuals failing to recognise or develop their inherent talents, and that genuine healing required not merely symptom relief but existential clarity. The progression from discovery to development to generosity represents a maturation of consciousness: from self-awareness through disciplined growth to transcendent contribution.

This philosophy resonated powerfully with 1980s and 1990s audiences seeking meaning beyond material accumulation. Viscott positioned psychological work as inseparable from spiritual purpose, offering listeners a secular yet profound answer to questions of meaning that had traditionally belonged to religious or philosophical domains.

Intellectual Lineage and Theoretical Context

Viscott’s thinking emerged from and contributed to several significant currents in twentieth-century psychology and psychiatry. His emphasis on rapid diagnosis and direct intervention reflected the influence of brief therapy models that gained prominence in the 1960s and 1970s, particularly the work of Albert Ellis and his Rational Emotive Behaviour Therapy (REBT), which similarly prioritised identifying core beliefs and challenging them directly.

The humanistic psychology movement, championed by figures such as Carl Rogers and Abraham Maslow, profoundly shaped Viscott’s conception of the therapeutic relationship and human potential. Maslow’s hierarchy of needs and his concept of self-actualisation-the realisation of one’s full potential-provided theoretical scaffolding for Viscott’s insistence that discovering and developing one’s gift represented not a luxury but a psychological necessity. Where Maslow theorised that self-actualisation was the pinnacle of human motivation, Viscott operationalised this insight through accessible therapeutic techniques and media platforms.

Viscott also drew from existential psychology, particularly the work of Viktor Frankl, whose Man’s Search for Meaning (1946) argued that the primary human motivation was the search for meaning rather than pleasure or power. Frankl’s assertion that individuals could find purpose even in suffering aligned closely with Viscott’s therapeutic stance. The notion that meaning emerges through contribution-through “giving your gift away”-echoes Frankl’s emphasis on transcendence through service and creative expression.

Additionally, Viscott’s work reflected the broader cultural moment of the 1970s and 1980s, when self-help literature and therapeutic culture began permeating mainstream consciousness. Psychologist Joyce Brothers had pioneered radio psychology in the 1950s, discussing previously taboo topics such as sexual dysfunction. However, it was psychologist Toni Grant who, in the 1970s, revolutionised the format by taking live calls on air in Los Angeles-a model Viscott adopted and refined. Viscott’s innovation was to combine psychiatric training with McDonald’s-like efficiency, creating a scalable therapeutic model that democratised access to professional psychological guidance.

The Author and His Works

Viscott’s prolific authorship complemented his broadcasting career. His autobiography, The Making of a Psychiatrist (1973), became a bestseller, earned selection as a Book of the Month Club Main Selection, and received nomination for the Pulitzer Prize. The work offered readers an intimate account of psychiatric training whilst questioning professional orthodoxies-a dual achievement that established Viscott as both insider and critic of his discipline.

His subsequent publications-including The Language of Feelings (1975), Risking (1976), I Love You, Let’s Work It Out, The Viscott Method, and Emotional Resilience (1993)-consistently emphasised self-examination, emotional literacy and purposeful living. These works translated his radio methodology into literary form, allowing readers to apply his techniques independently. Finding Your Strength in Difficult Times (1993), which contains the gift-centred philosophy quoted above, represented a culmination of his thinking, offering guidance for individuals confronting life’s most challenging moments.

Legacy and Paradox

Viscott’s career embodied a profound paradox. The psychiatrist who authored Emotional Resilience and built a therapeutic empire around rapid problem-solving proved unable to resolve his own deepest difficulties. He died in October 1996, alone and financially depleted, apparently from heart disease. Friends and colleagues noted that despite his public confidence and therapeutic acumen, Viscott struggled with significant personal insecurities rooted in childhood experiences-his father’s emotional distance, anxieties about his physical appearance and stature, and an ego that, whilst driving his professional ambitions, simultaneously alienated those closest to him.

Yet this contradiction does not diminish his contribution. Viscott’s greatest achievement was recognising that psychological healing and personal meaning were not luxuries reserved for the wealthy or the analytically inclined, but fundamental human needs that could be addressed through accessible, direct intervention. His radio shows reached hundreds of thousands of listeners who might never have entered a therapist’s office. His books provided frameworks for self-understanding that transcended clinical jargon. His philosophy-that life’s purpose centres on discovering, developing and sharing one’s unique gifts-offered a secular yet spiritually resonant answer to existential questions that continue to preoccupy contemporary audiences.

The quote itself endures because it captures something essential: the conviction that human flourishing requires not merely the absence of suffering but the active pursuit of purpose, the disciplined cultivation of talent, and the generous contribution of one’s capacities to the world. In an era of increasing psychological fragmentation and meaning-seeking, Viscott’s tripartite formula remains a compelling articulation of what a purposeful life might entail.

References

1. https://en.wikipedia.org/wiki/David_Viscott

2. https://www.dorchesteratheneum.org/project/david-viscott-1938-1996/

3. https://www.latimes.com/archives/la-xpm-1996-10-15-me-54130-story.html

4. https://www.latimes.com/archives/la-xpm-1997-01-26-tm-22135-story.html

5. https://www.goodreads.com/book/show/1215412.The_Making_of_a_Psychiatrist

6. https://books.google.com/books/about/The_Making_of_a_Psychiatrist.html?id=93uZzobqDhwC

7. https://www.thriftbooks.com/w/the-making-of-a-psychiatrist_david-viscott/588808/

"The purpose of life is to discover your gift. The work of life is to develop it. The meaning of life is to give your gift away" - Quote: David Viscott

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