Transformation
Delivered
Whether it’s Enterprise-level or related to a specific division, program, or product, change is hard. Organizations fear it and the people who make up those organizations fear it because it comes with risks: uncertainty, loss of control and questions of whether you can succeed in a new environment or market. That’s why many transformation efforts stall out or fail to get off the ground altogether. We understand those limiters and how to counteract them.
Tower Strategy Group provides clients from both the public and private sector with a fact-based approach to identify, plan and implement transformational change across their divisions and functions by demystifying the nature and level of change needed and the specific actions required to realize it. And, as importantly, we go a level deeper, working shoulder-to-shoulder with our client teams to assess and pursue those opportunities.
Our engagements focus on providing a critical 360 degree perspective into organizational ecosystems and global best practices, helping clients not only make better decisions with less risk, but make more well-informed decisions that better incorporate people, process and culture. That’s why the world’s leading organizations trust us to tackle the most pressing items on their transformation agenda. We deliver tangible, measurable improvement in performance.
Antifragility is beyond resilience or robustness. The resilient resists shocks and stays the same; the antifragile gets better.
- Nassim Taleb
Strategic Planning
Expertise That Delivers
"Tower Strategy provided my team with unprecedented, deeply relevant strategic guidance as we moved into new markets. Their approach to meet our needs was collaborative, on point and realistic in meeting goals upon execution." - Head of US Channel Strategy, Pfizer.
Core Market Growth
Expertise That Delivers
"You guys are uniquely differentiated at defining the specific factors that drive success in our markets and how to act on those drivers.” - Division President, $6B Industrial and Technology Solutions Player.
Organizational Development + Capacity Building
Expertise That Delivers
"I found my 18 month engagement with Saurabh and Tower Strategy Group to be a terrific experience that delivered results, taught me new ways of thinking and resulted in Saurabh becoming a trusted advisor.” - EVP, Organizational Effectiveness, Carlyle Group Portfolio Company.
With provide critical services to all Federal agencies.
We work with OEMs and Tier 1 and 2 Suppliers
Tower Strategy works with utilities to identify business and operational efficiencies.
With provide critical services to all Federal agencies.
With provide critical services to all Federal agencies.
With provide critical services to all Federal agencies.
With provide critical services to all Federal agencies.
With provide critical services to all Federal agencies.
Industries
INDUSTRIAL
We work with OEMs and Tier 1 and 2 Suppliers
FAST-MOVING CONSUMER GOODS (FMCG)
We provide critical support in areas of Beverages, Confectionery and Personal Care
FEDERAL GOVERNMENT
With provide critical services to all Federal agencies.
FAST-MOVING CONSUMER GOODS (FMCG)
We provide critical support in areas of Beverages, Confectionery and Personal Care
Case Studies
Insights
Turnarounds and strategic transformations often go hand-in-hand, with an organization needing to retool its operations and strengthen its core through a turnaround as a precursor and enabler to identifying and making the most of investments targeted at propelling an organization into attractive new space.
There’s a strong push for innovation within the federal government, driven not only by desire but also by mandate. The success of these efforts relies on a systematic approach to planning and implementing change, encompassing phases like strategy development, prioritization, defining necessary changes, enabling change, and ongoing governance. This approach is critical for achieving impactful and sustainable innovation in federal programs and initiatives.
By deepening our understanding of and anticipating what’s happening within our markets, we can tap into new sources of differentiation that account for the fact that the world has changed and that thriving in that post-Pandemic world isn’t simply business as usual or business as it was.
Turnarounds and strategic transformations often go hand-in-hand, with an organization needing to retool its operations and strengthen its core through a turnaround as a precursor and enabler to identifying and making the most of investments targeted at propelling an organization into attractive new space.
There’s a strong push for innovation within the federal government, driven not only by desire but also by mandate. The success of these efforts relies on a systematic approach to planning and implementing change, encompassing phases like strategy development, prioritization, defining necessary changes, enabling change, and ongoing governance. This approach is critical for achieving impactful and sustainable innovation in federal programs and initiatives.
By deepening our understanding of and anticipating what’s happening within our markets, we can tap into new sources of differentiation that account for the fact that the world has changed and that thriving in that post-Pandemic world isn’t simply business as usual or business as it was.
Transformation and modernization efforts remain vital and at the forefront of organizations’ agendas, as they aim to spark step-change performance improvement.
The traditional S curve is changing, as technology and government regulations reshape markets, creating terminal points for essential decision making.
Environmental, social and governance (ESG) trends create risks and also opportunities for savvy institutional investors…
Traditional approaches to Transformation, with an over-reliance on consultants, fail to generate the best outcomes …
Most organizations fail to effectively manage against specific, well-reasoned outcomes and that’s as brutal as not having any metrics in the first place …
Outside of companies' Strategic Planning units, planning season is usually met with a collective groan. Why? Despite the snazzy charts they include ...
Progress against long-term goals is seldom linear and, in most cases, you’re learning to crawl and then walk before you can run …