Due Diligence
Your due diligence is probably wrongGlobal Advisors: a consulting leader in defining quantified strategy, decreasing uncertainty, improving decisions, achieving measureable results.
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Quantified Strategy
Decreased uncertainty, improved decisions
Global Advisors is a leader in defining quantified strategies, decreasing uncertainty, improving decisions and achieving measureable results.
We specialise in providing highly-analytical data-driven recommendations in the face of significant uncertainty.
We utilise advanced predictive analytics to build robust strategies and enable our clients to make calculated decisions.
We support implementation of adaptive capability and capacity.
Our latest
Thoughts
Global Advisors’ Thoughts: Leading a deliberate life
By Marc Wilson
Marc is a partner at Global Advisors and based in Johannesburg, South Africa
Download this article at https://globaladvisors.biz/blog/2018/06/26/leading-a-deliberate-life/.
Picket fences. Family of four. Management position.
Mid-life crisis. Meaning. Purpose.
Someone once said that, “At 18, I had all the answers. At 35, I realised I didn’t know the question.”
Serendipity has a lot going for it. Many people might sail through life taking what comes and enjoying the moment. Others might be open to chance and have nothing go right for them.
Some people might strive to achieve, realise rare successes and be bitterly unhappy. Others might be driven and enjoy incredible success and fulfilment.
Perhaps the majority of us become beholden to the momentum of our lives.
We might study, start a career, marry, buy a dream house, have children, send them to a top school. Those steps make up components of many of our dreams. They are steps that may define each subsequent choice. As I discussed this with a friend recently, he remarked that few of these steps had been subject of deliberations in his life – increasingly these steps were the outcome of momentum. Each will shape every step he takes for the rest of his life. He would not have things any other way, but if he knew what he knows now, he might have been more deliberate about choice and consequence…..
Read more at https://globaladvisors.biz/blog/2018/06/26/leading-a-deliberate-life/
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Strategy Tools
Quote: A.G. Lafley & Roger L. Martin in their book Playing to Win
“Winning should be at the heart of every strategy.” – A.G. Lafley & Roger L. Martin in their book Playing to Win
A.G. Lafley and Roger L. Martin are prominent figures in the field of strategic management, particularly known for their collaborative work on the book “Playing to Win: How Strategy Really Works,” published in 2013. This book has become a cornerstone in understanding how organizations can effectively develop and implement winning strategies.
A.G. Lafley, born on June 13, 1947, is best known for his tenure as the CEO of Procter & Gamble (P&G), where he led the company through significant transformations. Under his leadership, P&G doubled its sales and expanded its portfolio of billion-dollar brands. Lafley emphasized a consumer-centric approach, advocating that understanding consumer needs is essential for driving innovation and growth. His mantra, “Consumer is Boss,” reflects his belief in prioritizing customer insights in strategic decision-making.
Roger L. Martin, born on August 4, 1956, is a respected academic and former Dean of the Rotman School of Management at the University of Toronto. He is recognized for his contributions to strategic thinking and management theory, particularly through his development of integrative thinking and design thinking concepts. Martin’s work emphasizes the importance of making strategic choices that align with an organization’s goals and capabilities.
In “Playing to Win,” Lafley and Martin present a framework for strategy that revolves around five key choices: defining a winning aspiration, determining where to play, deciding how to win, identifying core capabilities, and establishing management systems. The quote, “Winning should be at the heart of every strategy,” encapsulates the essence of their approach, which asserts that a clear focus on winning is crucial for effective strategy formulation. This perspective encourages organizations to be deliberate in their choices and to align their resources and efforts toward achieving competitive advantage.
The book has been widely referenced by business leaders and strategists who appreciate its practical insights and actionable frameworks. Lafley and Martin’s emphasis on the importance of winning as a strategic objective resonates with many organizations striving to navigate complex market dynamics and achieve sustainable growth. Their collaborative work continues to influence strategic management practices across various industries, reinforcing the idea that a winning mindset is essential for success.
Fast Facts
Fast fact: A quick change in Covid-19 plots shows when countries turn the tide
Aatish Bhatia – in collaboration with Minute Physics – did an amazing job of visualizing the Covid 19 data. His logarithmaic juxtaposition of total versus new cases shows when the virus growth begins to slow.
- Logarithmic plotting of new vs total cases shows when infection rates (as measured) slow
- When plotted in this way, exponential growth is represented as a straight line that slopes upwards
- The x-axis of this graph is not time, but is instead the total number of cases or deaths
- Notice that almost all countries follow a very similar path of exponential growth
You can choose the numbers to plot at Covid trends
Selected News
Quote: A.G. Lafley & Roger L. Martin in their book Playing to Win
“Winning should be at the heart of every strategy.” – A.G. Lafley & Roger L. Martin in their book Playing to Win
A.G. Lafley and Roger L. Martin are prominent figures in the field of strategic management, particularly known for their collaborative work on the book “Playing to Win: How Strategy Really Works,” published in 2013. This book has become a cornerstone in understanding how organizations can effectively develop and implement winning strategies.
A.G. Lafley, born on June 13, 1947, is best known for his tenure as the CEO of Procter & Gamble (P&G), where he led the company through significant transformations. Under his leadership, P&G doubled its sales and expanded its portfolio of billion-dollar brands. Lafley emphasized a consumer-centric approach, advocating that understanding consumer needs is essential for driving innovation and growth. His mantra, “Consumer is Boss,” reflects his belief in prioritizing customer insights in strategic decision-making.
Roger L. Martin, born on August 4, 1956, is a respected academic and former Dean of the Rotman School of Management at the University of Toronto. He is recognized for his contributions to strategic thinking and management theory, particularly through his development of integrative thinking and design thinking concepts. Martin’s work emphasizes the importance of making strategic choices that align with an organization’s goals and capabilities.
In “Playing to Win,” Lafley and Martin present a framework for strategy that revolves around five key choices: defining a winning aspiration, determining where to play, deciding how to win, identifying core capabilities, and establishing management systems. The quote, “Winning should be at the heart of every strategy,” encapsulates the essence of their approach, which asserts that a clear focus on winning is crucial for effective strategy formulation. This perspective encourages organizations to be deliberate in their choices and to align their resources and efforts toward achieving competitive advantage.
The book has been widely referenced by business leaders and strategists who appreciate its practical insights and actionable frameworks. Lafley and Martin’s emphasis on the importance of winning as a strategic objective resonates with many organizations striving to navigate complex market dynamics and achieve sustainable growth. Their collaborative work continues to influence strategic management practices across various industries, reinforcing the idea that a winning mindset is essential for success.
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