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  <updated>2026-10-08T23:45:35.3469011Z</updated>
  <id>urn:uuid:073a3a1f-ad67-4cfb-8bb6-0e606b94b24d</id>
  <entry>
    <title>A case in point: Reimagining product development through agile, networked teams</title>
    <summary>Networked organizations are the future, part 3 In today’s business landscape, the greatest threat to innovation isn’t a lack of ideas;...</summary>
    <id>urn:uuid:9415c297-4aa5-43fb-9d16-45bb80b7ab38</id>
    <content type="html"><![CDATA[A case in point: Reimagining product development through agile, networked teams Networked organizations are the future, part 3In today’s business landscape, the greatest threat to innovation isn’t a lack of ideas; it’s organizations shackled by their own complexity. Over time, growth and scale often lead to rigid silos and sluggish response times. For technology-driven enterprises, this problem is especially acute: a structure designed for control in one era can easily become an anchor when market dynamics shift. But what if the solution is not another sweeping reorg, but a fundamentally different way of working?When scale breeds complexity and stalls innovationOne global technology enterprise found itself at this crossroads. Decades of expansion had created highly specialized departments, each mastering its own domain: engineering, product, marketing, sales, operations. On paper, each function was a model of operational efficiency. In practice, these silos made it nearly impossible to innovate quickly or offer customers what they wanted, when they wanted it.Small tweaks to a product required weeks of cross-departmental wrangling. Customer feedback was lost in translation between functions. Decision-making stuttered through layers of approvals, and nobody, it seemed, truly “owned” the end-to-end outcome for the client. While every group was busy excelling in its silo, the business as a whole was losing momentum. Senior leaders recognized that their legacy operating model simply couldn’t keep pace with either the market or the customer. A new approach was needed: one that favored speed, collaboration, and true accountability for results.Experimenting with networked teams, not top-down mandatesRather than attempting a full-scale reorganization, the company opted for a focused experiment: what would happen if they empowered a cross-functional, agile team with real autonomy to reimagine just one critical product development process?The pilot was distinctly different from prior initiatives. Instead of reorganizing boxes on a chart, the organization assembled a diverse team, including sales, engineering, product, user experience, and corporate support, each member committing a significant share of their workweek to the effort. Leadership didn’t just sanction this team; they backed it up with changes to incentive structures, making participation a sought-after opportunity.Crucially, the team was granted clear decision rights within their scope. C-suite sponsors didn’t interfere in day-to-day efforts, but they did provide regular feedback, challenge assumptions, and ensure strategic alignment through showcases and rapid feedback loops.As external agile coaches, the AlixPartners role was to guide, not to dictate. We provided tools: daily standups, sprint planning, backlog management, and continuous retrospectives. But the real aim was to embed new habits to help the organization internalize agile ways of working, not merely “do agile” in name. The backlog became a dynamic record not just of technical requirements, but of business priorities and customer needs. As momentum grew, the client began hiring its own agile coaches and scrum masters, building muscle to sustain the approach long after the pilot.From pilot to new operating modelThe impact of this experiment was visible within weeks: the pace of development quickened, and cross-team friction melted away. Because the pilot team included all the required expertise, business, product, technology, and support, decisions could be made rapidly, and course corrections came from real-time feedback instead of after-the-fact blame.Frequent retrospectives allowed the team to identify and fix bottlenecks as they emerged. Over time, more advanced agile practices took root: backlog grooming, velocity tracking, and definition-of-done agreements. What began as an experiment soon became a working proof of concept for transforming how the company got things done.At the end of just sixteen weeks, the pilot team not only delivered a viable product iteration but also provided a playbook for scaling this new, networked approach. Leadership saw the benefits and green-lit further cross-functional teams. While some participants returned to their day jobs, the majority continued in networked teams focused on the next set of priorities. The program as a whole was in high demand and seen as a valuable opportunity to fundamentally change and evolve the business. Crucially, the model spread not by top-down fiat, but by success: teams volunteered to adopt the model, adapting it to their own needs, guided by core principles rather than rigid directives.Figure 2 illustrates how a networked organization can be scaled as a capability within the organization, both to train employees in this new way of working and to continue deploying transformation across different value chains. More than one networked org team can be run in parallel as well.The Results: Faster, Leaner, More Customer-FocusedThe numbers tell the story:30–50% faster time-to-market: Product launches sped up dramatically.20–40% boost in productivity: Fewer handoffs and more empowered teams led to greater value and less rework.25–45% cost reduction: Streamlined collaboration reduced unnecessary overhead.Rising customer satisfaction: Shorter development cycles and closer alignment with user needs led to happier clients.Beyond the metrics, the company saw a culture shift. Teams collaborated more, leaders prioritized outcomes over process, and innovation became the norm. Perhaps most importantly, the organization gained confidence: agile, networked teams weren’t just “possible”, they were essential for scaling innovation.Key takeaway: Simplicity scales, complexity doesn’tThis case illustrates a vital insight for large enterprises: It’s not size that slows you down, but how you structure and empower your teams. By focusing on clear business outcomes, forming agile and cross-functional teams, and giving those teams autonomy within a supported network, you make your business not just faster, but also more resilient and innovative.In a world where complexity is the enemy of progress, networked organizations complement traditional hierarchies and prove that speed and agility are not the result of tearing things apart, but building together in new, smarter ways.Call to action: Is your organization built for speed or stuck in its own structure?Many organizations sense that something is slowing them down, but struggle to pinpoint whether the issue lies in strategy, talent, technology, or the operating model itself. Hierarchies aren’t the problem. But when they’re asked to do everything, innovation, speed, and accountability suffer.To help leaders assess whether their organization may be constrained by overly rigid structures, or ready for a more networked way of working, we’ve developed a short diagnostic to highlight where traditional hierarchies may be limiting execution, and where networked models could add value. A case in point: Reimagining product development through agile, networked teams | AlixPartners Networked organizations are the future, part 3 In today’s business landscape, the greatest threat to innovation isn’t a lack of ideas;]]></content>
    <published>2026-06-08T20:55:37Z</published>
    <updated>2026-10-01T02:30:57Z</updated>
    <link href="https://www.alixpartners.com/insights/102n0vt/a-case-in-point-reimagining-product-development-through-agile-networked-teams/" rel="alternate" />
    <author>
      <name>Jason Louie</name>
    </author>
    <author>
      <name>Chris Mulh</name>
    </author>
    <author>
      <name>Stefan Albust</name>
    </author>
    <author>
      <name>Chase Janer</name>
    </author>
    <author>
      <name>Alex Kutrieb</name>
    </author>
    <author>
      <name>Giuliano Trinchera</name>
    </author>
  </entry>
  <entry>
    <title>Why is beauty ignoring the generation with the biggest spending power?</title>
    <summary>Beauty’s biggest spenders have a number of smaller concerns—fine lines, loss of collagen, hormonal shifts—and one glaring one: the...</summary>
    <id>urn:uuid:6afe38d9-ff41-479f-8130-7912f9b8b987</id>
    <content type="html"><![CDATA[Why is beauty ignoring the generation with the biggest spending power? Beauty’s biggest spenders have a number of smaller concerns—fine lines, loss of collagen, hormonal shifts—and one glaring one: the vanishingly small corner of the industry that actually caters to them. Gen X (born 1965-1980) shoppers spent an average of $2,276 on beauty, health and wellness products (excluding services) in the last 12 months, 16% more than other consumers, per Numerator, and will remain the top-spending generation for at least the next eight years. Yet when they enter beauty/health/wellness (BHW) stores, they are met with merchandising and marketing that is increasingly geared toward some of the youngest consumers—shoppers who not only are contraindicated for many actives (retinol), but many of whom still see a pediatrician. In contrast, their Gen X counterpart is at the peak of their earnings, has an army of holistic and medical professionals on deck to advise on BHW regimes, and is increasingly invested in finding services and products worth their time, money, and wisdom (particularly in prestige). They don’t want teen Salish Matter’s Gen Alpha products, they want Bobbi Brown herself to get real about the aging aesthetic. They dislike the artificial scents, harsh lighting, and constantly refreshed layout of many shops. As one Gen Xer told us, the average beauty store doesn’t feel like it’s for her, “unless it’s curated like a gallery and doesn’t feel like a supermarket.”This disconnect presents a huge opportunity. Companies who can find the agility required to move past the bright lights of influencer marketing and newness-focused merchandising toward a more inventive business model that places curation, education, and connection at the center stand to gain a lot. The younger half of Gen X (aged 45-54) has increased their spend on personal care by 47% since 2020, while the older half of Gen X (55-63) has increased their spend by 63%, per St. Louis Federal Reserve data. And they’ve got inheritances yet to come.The plot twist is we believe the current model won’t serve other generations as they age either—like a sudden loss of suppleness, the backlash to attention-economy-maxxed hype cycle and tech-enabled e-commerce fronts is coming sooner than you might think. Companies have a lot to learn from the appetites of the savvy Gen X shopper. To understand what they want, and where they’re being left out in the cold, AlixPartners surveyed over 1,000 Gen X shoppers for the Consumer Sentiment Index, finding that the generation was an outlier in terms of their areas of focus and preferred retailers. Here, we lay out their biggest wants and reveal the brands winning in the sector.Gen X know who they are and what they wantYoung enough to be keyed into emerging brands but old enough to appreciate the original gal pal of the ‘80s beauty counter, Gen Xers head to Macy’s as their preferred department store; the business model may be struggling but the perks and the connections are alive and well. Service has increasingly been automated, and focused on digital discovery, but Gen X are driving a reimagination of the informed customer-adviser relationship.Within online and social channels, the primacy of Amazon points to a consumer who knows what they want and is price-shopping and using retailers for search, rather than waiting to feel inspired by influencers in TikTok (which comes in second for online by the harder-to-impress MTV Generation). Though Sephora still remains the dominant player, other specialty companies are coming for the Gen X vote, and the industry as a whole is starting to pivot toward its spendiest demo. Ulta is leaning into wellness and catering expressly to hormonal transitions, while Bluemercury is banking on elite curation and 1:1 clienteling. All the companies we discuss are looking at how to capitalize on the convergence of beauty, health, and wellness in recent years (Gen Xers are the first to tell you it’s all connected). What’s in the Gen X riderThe goods, not an influencerGen X know their concerns (they had their “zones” read back in the ‘90s, and want to jump to actives and efficacy already), so they’re not in-store or online to see what a celebrity’s latest commerce play is; they want products that work, that are high-quality, and that leave out unnecessary fragrance and add-ons.Our research shows that Gen X researches and deliberates; brands and retailers winning with this cohort give them content-rich, low-pressure environments (shoutout to Bluemercury, which gives shoppers additional time to strategize purchases with concierge services after the visit, as well as to the churchlike calm of department stores, and the Reddit-like information trove offered by Amazon’s user reviews and price points). Regarding influencers tapping mysterious tubes that may or may not be dupes or do what they advertise, Gen X aren’t interested in the name-brand of it all. Millennials care about brand resonance 41% more than Gen X. In fact, their scores drop sharply from other generations on brand identity, social commerce, personalization, and subscription models. That said, influencers who can speak to the specific concerns of Gen Xers sometimes find their fans will follow them anywhere—take note of the requests for product details in the comments of And Bloom’s Denise Boomkens or Trinny of London’s Trinny Woodall.Newness doesnt work on Gen X the way it works on Gen Z, because Gen X have seen a million and one fads come and go,” says Jodi Katz, CEO of Base Beauty, which advises BHW companies on social strategy, PR, and creative. “They understand the taste economy—loyalty to select brands for the long haul as a way to self-define—better than anyone. Identity is cumulative, and effective marketing doesnt try to sell them products, it positions brands within the wider culture. Over time, that creates a sense of gravity for winning brands. One company doing influence right is U Beauty, which is differentiated from other beauty companies in that it uses a measured release calendar and runs traditional advertising in print publications such as The New York Times, The Wall Street Journal, and New York Magazine. This strategy resonates with Gen X, who does not appreciate the incessant newness and releases that is starting to rival fast fashion’s calendar. Curation over crowdingGen X scores knowledgeable sales associates notably higher than do Gen Z and Millennials (one of the biggest gaps from our 2025 Consumer Sentiment Index) across all channels, while feeling connected via influencers/social trends scores relatively low. One of the standouts in service is Bluemercury.The Macy’s-owned beauty chain is emerging as a winner as they focus less on showcasing newness and avoid trying to sell everything under the sun. Rather, they are providing true curation of the best products on the market and 1:1 clienteling to support education and connectivity. Their net sales are up largely due to the 40+ consumer, and the company recorded its 19th consecutive quarter of comparative growth in Q3 2025, as part of Macy’s “Bold New Chapter” strategy. In some ways, they’ve picked up where Goop’s (#5 in online) expensive but elite curatorial efforts left off. The other brand that has taken a clear lane is Jones Road Beauty. Their minimal, fuss-free makeup experience resonates with Gen X, who are responsible for half the brand’s ~$150 million revenue, per an interview the brand gave to Business of Fashion. This, despite (or because of) a choice not to sell through specialty; Jones Road have intentionally opened storefronts that allow people to work with makeup artists and touch the products. Founder Bobbi Brown built her first brand inside the traditional retail system and learned what it costs. Her newer venture embodies CSI data insights showing Gen Xs premium on knowledgeable associates and unhurried purchase decisions.Get to the ingredient listClean ingredients and detailed ingredient information consistently rank in the top 2–3 product attributes for Gen X. This maps directly to the anti-aging and hair loss story: theyre reading labels, not just brand names.Added to sundry concerns that crop up with age, virtually the entire Gen X female population is currently in perimenopause, menopause, or early post-menopause. This keys in a specialized suite of BHW concerns, and is fueling rapid growth in the space, with some estimates putting the U.S. menopause market at $5 billion in 2025 (per Grand View Research, noting that the problem with menopause is a lack of definition and dedicated treatments that flow on down to analysis of the category). Ulta has merchandised menopause care specifically with brands such as Stripes, Joylux, and Womaness, and there’s clearly a need to be set apart from youth-oriented products further—not just because Gen Xers want to avoid sulfates and physical exfoliants, but because, aesthetically, the teen vibe is a lot. Also nailing the focus on efficacy? Sarah Creal Beauty, which was designed specifically for “advanced skin” concerns (such as fine lines, wrinkles). The most explicitly Gen X-positioned brand at retail right now, Sarah Creal was founded by the co-founder and former CEO of Victoria Beckham Beauty, with a résumé including Bobbi Brown, Tom Ford, and Prada Beauty. Creal’s BABES 40+ imagery at Sephora offers one of the more direct age-inclusive positioning statements in prestige beauty. Price consistency over discountsGen X are much more interested in price consistency than dupe products and buy-now-pay-later options. In short, they want reliability, not a deal chase. (And their credit cards are doing some of the heavier points-lifting anyhow.)The horse race between specialty meccas Ulta and Sephora splits along the lines of product (won by Sephora) and access, service, and price (dominated by Ulta). This supports other data points showing Gen Xers index heavily on the quality of the product itself—with Sephora managing to edge ahead on exclusive partnerships—and that access is a powerful determinant. Ulta’s map of outlets trends slightly more suburban than Sephora. Free &amp; fast shipping is the single highest service attribute across all three channels among Gen X: they use e-commerce to restock efficiently, not to discover. The relationship, and a place to belong, not a club cardGen X over indexes on loyalty programs comparatively, the most likely generation to agree that loyalty program motivates me to centralize purchases. Gen X wants one relationship with a retailer, not a points scatter. This is a direct brief to Ulta and Sephora on their Gen X retention strategy.Sephora is ranked by Gen X as the #1 specialty retailer for product (the one domain it narrowly edges Ulta), driven by their broader and deeper assortment in clinical prestige skincare, where Gen X concentrates. In addition, the Beauty Insiders points + tiered benefits + exclusive events model hits Gen Xs stated loyalty priorities. From the product assortment to the staff to the chance to experience and learn, the sum of the parts conveys to Gen X shoppers whether or not they belong, and whether this company is where they want to spend their money.The next age of beautyThere are contradictions baked into the formula here. Inherent in in the BHW industry is a reverence for youth and some disdain for aging. Today, we are inching towards age positivity, or extending (and improving) lifespans, but the narrative is confused. The Gen X consumer came-of-age with lemon juice highlights and SPF12, and is now at nearly their spending peak, with an interest in skincare, supplements, cosmetics, and services that make them feel good. Yet when they browse the supermarket beauty aisle, they’re taunted by the return of blast-from-the-past Sun-In. Science is moving on menopause and longevity, but there’s a profound messaging problem. Gen X-oriented beauty brands are invisible to the wider population, just as Gen X shoppers seem nearly invisible to youth-oriented beauty emporiums. The one-stop-shop, all-your-concerns-solved, beauty minis, bright light of Hollywood-style beauty emporium is set up to serve everyone, but winds up limiting its penetration among a key demographic. Maybe it’s time to learn from the smartest beauty consumer out there.Sourcing: Consumer Sentiment Index fielded summer 2025, year of birth 1965-1980, n=1,000. Gen X quotes solicited online March 2026.Download the report here Why is beauty ignoring the generation with the biggest spending power? | AlixPartners]]></content>
    <published>2026-05-11T17:04:37Z</published>
    <updated>2026-10-01T02:34:44Z</updated>
    <link href="https://www.alixpartners.com/insights/102mrlq/why-is-beauty-ignoring-the-generation-with-the-biggest-spending-power/" rel="alternate" />
    <author>
      <name>Lindy Firstenberg</name>
    </author>
    <author>
      <name>Abby Sattler</name>
    </author>
    <author>
      <name>Catherine Nekavand</name>
    </author>
    <author>
      <name>Mitchell Collens</name>
    </author>
  </entry>
  <entry>
    <title>Supply Chain Market Update: Hormuz disruption and tariff whiplash drive a cost shock across modes</title>
    <summary>The Strait of Hormuz disruption is feeding through to fuel, freight, and feedstock costs across ocean, air, and trucking, even as...</summary>
    <id>urn:uuid:2d37d850-f417-4fd2-ae1f-51919e0b2384</id>
    <content type="html"><![CDATA[Supply Chain Market Update: Hormuz disruption and tariff whiplash drive a cost shock across modes The Strait of Hormuz disruption is feeding through to fuel, freight, and feedstock costs across ocean, air, and trucking, even as carriers continue to operate against a backdrop of structural overcapacity. Trade policy is moving in two directions at once: a court challenge to the 10% Section 122 tariff sits alongside fresh sector-specific actions, including 100% duties on patented pharmaceuticals and proposed measures tied to countries supplying Iran. The result is a freight environment where pricing is rising faster than demand, landed costs are harder to forecast, and shippers are being asked to make sourcing decisions inside a narrowing window. Key themes highlighted in this months update include:New AlixPartners article: How to protect margin and supply amid the Hormuz crisisTransportation and warehousing:Ocean spot rates moved up in early April, with Shanghai–Los Angeles up 9% to $2,910/40ft and Shanghai–New York up 7% to $3,671/40ft; Maersk has sought approval for emergency bunker surcharges, signaling that recent firmness is disruption-driven rather than demand-ledAir freight capacity through the Middle East is down roughly 30%, lifting global average spot rates to $2.86/kg, up 14% year over year, while contract durations continue to shorten as shippers hedge against volatilityTruckload capacity tightened for a fourth straight month as diesel jumped 44%, the tender rejection index climbed to 14.83, and spot rates converged with or exceeded contract rates across dry van, flatbed, and reeferRail volumes posted their strongest first-quarter start since 2019, with carloads up 1.7% and intermodal up 1.4% in March; the Union Pacific–Norfolk Southern merger refile has been pushed to April 30FedEx outlined a $98B FY29 revenue target ahead of the June 1 FedEx Freight separation, while USPS layered an 8% temporary parcel surcharge onto an already rising producer price index for courier servicesWarehousing is rebalancing rather than loosening: rents continue to climb toward $9.59/SF even as vacancy edges down, and the March Logistics Managers Index hit 65.7, with Transportation Prices at 89.4, the highest reading since March 2022 Tariffs and trade policy:New April actions include 100% tariffs on patented pharmaceuticals, expanded Section 301 forced-labor probes across 60 countries, and proposed tariffs tied to countries supplying IranU.S. import data continue to show a multi-year shift away from China, with imports down 49% since 2018; Mexico has now overtaken China as the largest U.S. vendor base in value terms, while Vietnam and India have grown 299% and 89%, respectivelyEuropean road freight is absorbing a parallel fuel shock, with EU pre-tax diesel prices up roughly 42% month over month and several member states responding with tax cuts or price capsRead on to see the insights in full, or download the report here. Supply Chain Market Update: Hormuz disruption and tariff whiplash drive a cost shock across modes | AlixPartners]]></content>
    <published>2026-05-08T19:02:37Z</published>
    <updated>2026-10-01T02:34:45Z</updated>
    <link href="https://www.alixpartners.com/insights/102ms6z/supply-chain-market-update-hormuz-disruption-and-tariff-whiplash-drive-a-cost-sh/" rel="alternate" />
    <author>
      <name>Marc Iampieri</name>
    </author>
    <author>
      <name>Erik Mattson</name>
    </author>
    <author>
      <name>Kai Kang</name>
    </author>
    <author>
      <name>Justin Stacy</name>
    </author>
  </entry>
  <entry>
    <title>Turning the tide: Rebuilding returns and cash in a stressed chemical industry</title>
    <summary>The global chemical industry has faced a prolonged downturn since hitting its peak earlier in the decade. Initially appearing to be an...</summary>
    <id>urn:uuid:4d490e8f-b8ac-4a4d-99af-eff87a1ac392</id>
    <content type="html"><![CDATA[Turning the tide: Rebuilding returns and cash in a stressed chemical industry The global chemical industry has faced a prolonged downturn since hitting its peak earlier in the decade. Initially appearing to be an abrupt cyclical correction, the trend is now showing characteristics of a slower-moving structural reset that fundamentally weakens investor confidence.The trend is fueled by several factors, including overcapacity in key value chains; persistently soft demand in core end markets; heightened geopolitical instability (including the ongoing conflict and logistics disruptions in the Middle East); and structurally higher energy and core feedstock costs in regions such as Europe and Northeast Asia. As these forces converge, margins are compressed, and the sector’s historical resilience is increasingly undermined. This pressure changes how assets are utilized and how capital investments are rewarded.Download the full report here or read more of the findings below: Turning the tide: Rebuilding returns and cash in a stressed chemical industry | AlixPartners]]></content>
    <published>2026-05-01T15:35:07Z</published>
    <updated>2026-10-01T02:34:48Z</updated>
    <link href="https://www.alixpartners.com/insights/102mrl1/turning-the-tide-rebuilding-returns-and-cash-in-a-stressed-chemical-industry/" rel="alternate" />
    <author>
      <name>Matt McCauley</name>
    </author>
    <author>
      <name>Vance Scott</name>
    </author>
    <author>
      <name>Michael Glaschke</name>
    </author>
    <author>
      <name>Ramesh Avula</name>
    </author>
    <author>
      <name>Don Driggers</name>
    </author>
    <author>
      <name>Louis-Philippe Burroughes</name>
    </author>
    <author>
      <name>Paul Williford</name>
    </author>
  </entry>
  <entry>
    <title>Turning headwinds into growth levers: A practical agenda for value creation in Industrial Automation</title>
    <summary>Industrial automation is a large and growing market, driven by the convergence of AI, Industry 4.0, smart manufacturing, and clean energy...</summary>
    <id>urn:uuid:d24056ad-ee6f-4d4c-8dc3-0a290bf47b5a</id>
    <content type="html"><![CDATA[Turning headwinds into growth levers: A practical agenda for value creation in Industrial Automation Industrial automation is a large and growing market, driven by the convergence of AI, Industry 4.0, smart manufacturing, and clean energy investment. While hardware still dominates current revenues, software and data-centric solutions are capturing a growing share of spend and are expected to drive a disproportionate share of value creation through the decade. Long-term infrastructure and industrial capex plans, particularly in transport, energy, and digital networks, provide additional demand tailwinds. Within this, process, factory, and warehouse automation sub‑segments show strong growth potential, expected to expand at healthy rates through 2030. However, this market growth has not been evenly reflected in company performance. Many European and U.S. players combine strong margin profiles with modest recent growth, while several Asian competitors are growing faster from a lower-margin base. Benchmarking reveals that, for some established players, automation revenues have lagged behind wider market growth over the past three years, and in some cases, declined in real terms.​Long, project‑based sales cycles, capital intensity, and skill shortages make it challenging to turn attractive market CAGRs into consistent, profitable top‑line expansion, implying that exposure to favourable themes is no longer sufficient. This highlights the need for focused value creation plans to address structural constraints and reposition business models.AlixPartners has developed an integrated value-creation plan aimed at unlocking the sector’s full potential. Our experience highlights five critical levers that consistently drive performance and should form the foundation of any comprehensive value-creation plan: Strategic growth agenda and integrated go-to-market approachAlleviating supply chain fragility and working capital pressureGeographical footprint and capacitySG&amp;A and operating model improvementsStrategic M&amp;A and portfolio managementView the value-creation plan below or access it as a PDF. Turning headwinds into growth levers: A practical agenda for value creation in Industrial Automation | AlixPartners]]></content>
    <published>2026-05-01T09:41:03Z</published>
    <updated>2026-10-01T02:34:49Z</updated>
    <link href="https://www.alixpartners.com/insights/102mrjc/turning-headwinds-into-growth-levers-a-practical-agenda-for-value-creation-in-in/" rel="alternate" />
    <author>
      <name>Nick Wood</name>
    </author>
    <author>
      <name>Utsav Patel</name>
    </author>
    <author>
      <name>Sudeep Suman</name>
    </author>
    <author>
      <name>Tom Gellrich</name>
    </author>
  </entry>
  <entry>
    <title>From waste to worth: Capturing economic and sustainable value in circular value chains</title>
    <summary>Circularity is becoming a strategic priority for many organizations. Beyond sustainability, it represents a tangible lever to strengthen...</summary>
    <id>urn:uuid:6e138b5d-b4e1-487e-ac79-e4e92d251f71</id>
    <content type="html"><![CDATA[From waste to worth: Capturing economic and sustainable value in circular value chains Circularity is becoming a strategic priority for many organizations. Beyond sustainability, it represents a tangible lever to strengthen resilience, optimize costs, and anticipate regulatory developments.In this whitepaper, the AlixPartners Paris ESG team explores how circular value chains enable companies to move beyond linear models and unlock concrete business value while addressing key implementation challenges such as operational complexity, upfront investments, ecosystem coordination, and customer adoption.The report is grounded in real-world examples, including Danone, Revalorem, and VINCI Construction.We hope this content will support your strategic thinking and decision-making. Please feel free to reach out to the authors if you would like to discuss further or explore specific use cases. Download the report as a PDF, or view the findings below. From waste to worth: Capturing economic and sustainable value in circular value chains | AlixPartners]]></content>
    <published>2026-04-27T21:30:37Z</published>
    <updated>2026-10-01T02:34:53Z</updated>
    <link href="https://www.alixpartners.com/insights/102mqyu/from-waste-to-worth-capturing-economic-and-sustainable-value-in-circular-value-c/" rel="alternate" />
    <author>
      <name>Nicolas Beaugrand</name>
    </author>
    <author>
      <name>Emilie Dubuc</name>
    </author>
    <author>
      <name>Louise Maarek</name>
    </author>
    <author>
      <name>Nicolas Burdin</name>
    </author>
    <author>
      <name>Vanessa Han</name>
    </author>
    <author>
      <name>Mathieu Perrot</name>
    </author>
  </entry>
  <entry>
    <title>Podcast: When David Met Goliath—Episode 4: Why flat fees and AI are opening a new frontier in wealth management</title>
    <summary>“When David met Goliath” provides a podcast platform for candid conversations between seemingly polar opposites: leaders of established...</summary>
    <id>urn:uuid:5b9394fd-f1d5-48c1-bc44-f7dd700fed42</id>
    <content type="html"><![CDATA[Podcast: When David Met Goliath—Episode 4: Why flat fees and AI are opening a new frontier in wealth management “When David met Goliath” provides a podcast platform for candid conversations between seemingly polar opposites: leaders of established industry giants and the founders of the disruptive start-ups challenging their status quo.In our fourth episode, host Narry Singh is joined by Anders Jones, CEO and founder of Facet Wealth Management, to explore how a fintech “David” is reimagining wealth management for a market long overlooked by traditional players: the mass affluent.Anders shares his journey from the aftermath of the global financial crisis to founding Facet in Silicon Valley. He explains how Facet challenges the industry’s percentage‑of‑assets fee structure with a flat‑fee subscription model, delivering holistic financial planning that covers tax, estate and insurance decisions, not just investment management.The conversation examines why large incumbents often struggle to serve this market, despite openly acknowledging the opportunity. Anders outlines how legacy incentives, business complexity, and high cost structures prevent traditional firms from moving “down‑market”, which has created space for start-ups to innovate with new economics, technology‑enabled service models, and radically different client experiences.Narry and Anders also dive into the role of AI and automation in scaling advice without sacrificing quality, why proprietary data and first‑party AI matter, and what it really takes to run a services business with software‑like economics. Subscribe to When David Met Goliath on your podcast app of choice to listen to the full series, and never miss an insight on how incumbents and innovative challengers are reshaping the future of business.Learn more about our When David Met Goliath podcast series here. Podcast: When David Met Goliath—Episode 4: Why flat fees and AI are opening a new frontier in wealth management | AlixPartners]]></content>
    <published>2026-04-22T12:56:07Z</published>
    <updated>2026-10-01T02:35:01Z</updated>
    <link href="https://www.alixpartners.com/insights/102mqfp/podcast-when-david-met-goliathepisode-4-why-flat-fees-and-ai-are-opening-a-new/" rel="alternate" />
    <author>
      <name>AlixPartners</name>
    </author>
  </entry>
  <entry>
    <title>How private equity can capitalize on the quantum wave</title>
    <summary>Funding for quantum technology is moving fast. Cumulative deal volume over the past three years has already surpassed what AI attracted a...</summary>
    <id>urn:uuid:180dfbd8-b9c3-4209-a8d4-d3d672d913b3</id>
    <content type="html"><![CDATA[How private equity can capitalize on the quantum wave Funding for quantum technology is moving fast. Cumulative deal volume over the past three years has already surpassed what AI attracted a decade ago. In 2024, quantum startups raised $1.5 billion across 50 deals, nearly double the prior years total. This surge reflects growing awareness of quantum’s disruptive potential. Computing and simulation get most of the attention. But the immediate threat is in cybersecurity. The race to quantum, known as Y2K, highlights the pace of this technological evolution and the need to move to stronger encryption. Post-quantum cryptography (PQC) is becoming a strategic priority for companies in every industry because the encryption standards most organizations run on today were not built to withstand quantum-capable attacks. Now may be the time for investors on the sidelines to explore opportunities in quantum technology. Recent M&amp;A activity in quantum technology reveals a shift from speculative investment to strategic consolidation. Quantum companies are beginning to generate revenue; one of the largest recent deals was IonQ’s $54.5 million contract with the U.S. Air Force Research Lab to advance quantum networking capabilities. While revenue multiples remain difficult to benchmark, strategic buyers are increasingly focused on quantum capabilities. What is quantum technology and how does it work? Quantum computers work differently from the computers we use daily. They make clever use of two fundamental rules of quantum physics that govern the behavior of particles at the smallest scales (smaller than atoms): superposition and entanglement. The technical details are exceedingly complicated and out of scope for this article, but can be summarized by stating that qubits, the quantum analog to regular bits, which are the basic building blocks for all computing systems, can: Be any combination of 0 and 1 simultaneously (as opposed to only 0 or 1, which is true for classical bits), i.e., a state superposition, allowing for a much greater amount of information to be stored and processed in a smaller number of qubits. Affect one another instantaneously, which lets researchers efficiently process multi-qubit states, i.e., entanglement, which enables information transfer. Exploiting these effects allows a quantum computer to store and process exponentially more information than a classical computer, which has led to the development of quantum technology. Quantum technology includes three key applications: Quantum computing (QC): A new computing paradigm leveraging the laws of quantum mechanics to provide performance improvement for certain applications. Quantum communication (QComm): The secure transfer of quantum information that can ensure the security of communication even in the face of quantum computing power. Quantum sensing (QS): A new generation of sensors, based on quantum systems, that provide measurements of various quantities, e.g., electromagnetic fields, gravity, or time, that are orders of magnitude more sensitive than classical sensors. The market share of these three technologies is projected to reach around $66 billion by 2035 (largely driven by quantum computing), representing substantial growth at an approximate 32% CAGR.Below, we have created the following investment roadmap to guide how you approach value creation in the quantum space:Quantum is moving from promise to inevitability. For private equity, the question is no longer whether to engage; its where. The quantum landscape spans different domains, each at a different stage of maturity and each carrying a different risk-return profile. The opportunity is not to predict the ultimate winning technology, but to build informed positions across the layers that enable, secure, and commercialize quantum today. How private equity can capitalize on the quantum wave | AlixPartners]]></content>
    <published>2026-04-15T17:13:06Z</published>
    <updated>2026-10-01T02:35:08Z</updated>
    <link href="https://www.alixpartners.com/insights/102mpn6/how-private-equity-can-capitalize-on-the-quantum-wave/" rel="alternate" />
    <author>
      <name>Lukas Weber</name>
    </author>
    <author>
      <name>Edward Chua</name>
    </author>
    <author>
      <name>Sofia Martinez Gomez</name>
    </author>
  </entry>
  <entry>
    <title>Unlocking Sustainable Value in Software-Defined Vehicles</title>
    <summary>The automotive industry is entering a decisive phase in its transition toward software-defined vehicles (SDVs). What was once framed as a...</summary>
    <id>urn:uuid:26c8e88a-c252-4167-8d44-b48162623886</id>
    <content type="html"><![CDATA[Unlocking Sustainable Value in Software-Defined Vehicles The automotive industry is entering a decisive phase in its transition toward software-defined vehicles (SDVs). What was once framed as a technology evolution is now unfolding as a far more profound shift – one that is redefining operating models, value creation, and competitive positioning across the entire ecosystem.While OEMs and suppliers continue to invest heavily in SDV capabilities, the expected returns are lagging behind. Monetization remains limited, development cycles are slower than anticipated, and legacy architectures continue to constrain scalability. At the same time, a clear divergence is emerging: Chinese players are accelerating their in-house capabilities, focusing investments, and building more flexible technology stacks, while many Western players remain tied to fragmented systems and external dependencies.Based on insights from a global survey of more than 1,000 senior executives across automakers, suppliers, and technology companies, this analysis highlights a growing gap between leaders and laggards. It shows that the SDV transformation is no longer just about deploying new features – it is about gaining control over critical architectural layers, rethinking the business case, and building the capabilities required to compete in a software-driven industry.The question is no longer whether SDVs will define the future of mobility, but which players will be able to capture the value they promise. Read the full press release here. Read the report below, and download it here. Unlocking Sustainable Value in Software-Defined Vehicles | AlixPartners]]></content>
    <published>2026-04-09T07:09:54Z</published>
    <updated>2026-10-01T02:35:16Z</updated>
    <link href="https://www.alixpartners.com/insights/102mowt/unlocking-sustainable-value-in-software-defined-vehicles/" rel="alternate" />
    <author>
      <name>Himanshu Khandelwal</name>
    </author>
    <author>
      <name>Sebastian Böswald</name>
    </author>
    <author>
      <name>Christian Kaiser</name>
    </author>
    <author>
      <name>Dennis Röhr</name>
    </author>
    <author>
      <name>Shreyas Sirsi</name>
    </author>
  </entry>
  <entry>
    <title>Podcast: When David Met Goliath—Episode 3: Why innovation at scale is a leadership mindset, not a size problem</title>
    <summary>“When David met Goliath” provides a podcast platform for candid conversations between seemingly polar opposites: leaders of established...</summary>
    <id>urn:uuid:325bb9a5-7dad-437a-a4da-a032be5d8982</id>
    <content type="html"><![CDATA[Podcast: When David Met Goliath—Episode 3: Why innovation at scale is a leadership mindset, not a size problem “When David met Goliath” provides a podcast platform for candid conversations between seemingly polar opposites: leaders of established industry giants and the founders of the disruptive start-ups challenging their status quo.Our third episode moves into the world of finance, with John Hinshaw, former COO of HSBC Bank, joining host Narry Singh to explore what innovation really looks like inside a global giant.Drawing on a career spanning HSBC, Verizon, Boeing, and Hewlett Packard Enterprise, John reflects on the tension between scale and agility, arguing that innovation is not constrained by size but by mindset. He shares lessons from scaling Verizon’s customer base from one million to one hundred million and explains how large companies can move fast when leadership, culture, and incentives are aligned.The conversation examines why risk looks fundamentally different for incumbents and start‑ups, from banking to aerospace. John contrasts Boeing’s perfection‑led approach with SpaceX’s rapid-iteration model, using it to illustrate how learning from failure – when managed responsibly – can accelerate innovation without compromising safety.Narry and John also explore how “Goliaths” can partner with “Davids” to unlock new value, from AI‑enabled financial services to start‑ups tackling problems incumbents struggle to address without cannibalising existing businesses. John argues that personal sponsorship from senior leaders is often the decisive factor in making these partnerships work.Looking ahead, the discussion inevitably turns to AI, with John and Narry assessing how agentic AI could reshape entire business functions over the next three to five years.Our fourth episode flips the finance perspective, featuring Anders Jones, founder of Facet Wealth Management, to explore how a fintech “David” is challenging financial services from the outside.Subscribe to When David Met Goliath on your podcast app of choice to catch the full series, and never miss an insight on how incumbents and insurgents are reshaping the future of business.Learn more about our When David Met Goliath podcast series here. Podcast: When David Met Goliath—Episode 3: Why innovation at scale is a leadership mindset, not a size problem | AlixPartners]]></content>
    <published>2026-04-08T13:13:08Z</published>
    <updated>2026-10-01T02:35:17Z</updated>
    <link href="https://www.alixpartners.com/insights/102moqt/podcast-when-david-met-goliathepisode-3-why-innovation-at-scale-is-a-leadershi/" rel="alternate" />
    <author>
      <name>AlixPartners</name>
    </author>
  </entry>
  <entry>
    <title>Breaking free (without breaking the company): Why hierarchies alone can’t power innovation</title>
    <summary>Networked organizations are the future, part 1 In a business landscape marked by volatility and rapid technological advancement, the...</summary>
    <id>urn:uuid:5c31b203-6b03-4e37-a345-02489db2b69e</id>
    <content type="html"><![CDATA[Breaking free (without breaking the company): Why hierarchies alone can’t power innovation Networked organizations are the future, part 1In a business landscape marked by volatility and rapid technological advancement, the traditional rulebook is being tossed aside. Companies that rely exclusively on rigid, hierarchical operating models are at increasing risk of being overtaken by agile competitors who harness AI, real-time data, and cross-functional collaboration to sense and respond to change.This tension is not new. More than a decade ago, a widely read Wall Street Journal investigation chronicled how a well-intentioned matrix structure at Cisco, designed to improve collaboration and shared accountability, instead produced near-total gridlock. Decision rights blurred, leaders multiplied, and even routine product decisions required consensus across layers of overlapping authority, slowing execution at precisely the moment speed mattered most.The story today is not just about technology or tearing down organizations wholesale, it’s about fundamentally rethinking how work gets coordinated, decisions get made, and people get mobilized. In this 3-part series, we expand on our perspectives from “Ripping up the rulebook: How AI is driving corporate reinvention,” exploring how companies are evolving toward hybrid operating models that combine the strengths of hierarchy with the speed and adaptability of networked ways of working, and sharing practical steps for transitioning to networked organizational models that are built for speed, resilience, and ongoing innovation.Why traditional hierarchies struggle on their ownAs companies expand, the limitations of the traditional organizational chart become increasingly evident. The proliferation of silos, segmented teams that operate in isolation, restricts both the flow of information and the organizations creative potential. These silos hinder agile problem-solving, stifle cross-functional decision-making, and ultimately slow a company’s ability to compete in fast-moving environments. For large, global enterprises, silos can exist across functions, geographies, and cultures, often leading to deep-rooted organizational divides.The public sector offers an even starker illustration. Large infrastructure or technology programs are often governed by rigid hierarchies designed to minimize risk and enforce control. The result is familiar: years-long delivery timelines, ballooning costs, and solutions that are already obsolete by the time they launch, despite thousands of diligent people doing their part exactly as designed.In many traditional, hierarchical organizations (particularly those that are privately owned), there is a preference for clear individual ownership of processes, rigorous adherence to pre-defined KPIs, and linear, stage-gated project delivery models. For example, launching a new product often involves long, sequential handoffs from department to department, each focused on “checking the box” for their specific mandate before the next team can proceed. While this may guarantee robust processes and controls, it comes with a hidden cost. The loss of speed and the critical early-mover advantage, which is especially crucial in today’s hyper-competitive markets. When innovation requires rapid iteration, customer feedback loops, and cross-functional coordination, rigid hierarchies become a bottleneck.The issue isn’t hierarchy itself. It’s hierarchy applied universally, even where it no longer fits the work.Networked organizations: Not a replacement, but a powerful complementNetworked or agile organizational models offer a different way to organize work. Rather than flowing decisions up and down layers, they bring together cross-functional teams aligned around outcomes, empowered to act quickly within a defined scope. These teams are accountable for end-to-end outcomes, accelerating decision-making, enabling real-time problem-solving, and making rapid iteration not just possible but routine.Where the traditional model runs new product launches through a slow, sequential relay, the networked approach brings all stakeholders (e.g., R&amp;D, marketing, manufacturing) together from day one. Projects advance on parallel tracks, guided and facilitated by scrum masters through agile ceremonies that are designed to resolve bottlenecks and incorporate customer or executive feedback, resulting in drastic reductions in time-to-market. This approach isn’t theoretical. Blue-chip corporates such as Procter &amp; Gamble have adopted these structures to unlock innovation and responsiveness without dismantling their core structures. However, decades of experience show that networks do not replace hierarchies at scale. Instead, they work best in pockets, supporting strategic initiatives, innovation, and transformation while hierarchies continue to provide stability, accountability, and enterprise-level coordination.The hard and soft benefitsNetworked organizations aren’t just a tech-sector trick. Across traditional industries, from automotive to consumer goods, the evidence is clear: breaking down hierarchical silos and prioritizing cross-functional flow delivers real, measurable benefits. Some of the most important benefits include:Organizational agility: Teams can pivot quickly to respond to market disruptions or emerging customer needs. Flatter structures reduce bureaucracy, minimize infrastructure, and cut costs.Resilience: Decentralized decision-making helps buffer the organization from shocks, as empowered teams can operate independently yet in alignment with global strategy. Quicker, more informed local teams allow for improvisation, better communication, and more informed responses.Employee engagement: When staff are trusted with greater autonomy and given direct responsibility for outcomes, both engagement and productivity rise.Customer-centricity: Teams structured around customer journeys drive faster, higher-quality service compared to legacy organizations that default to what’s easiest for themselves, not their clients.The recent transformation of Barnes &amp; Noble is a great example, making it more like a collection of neighborhood bookstores with improved sales, customer loyalty, and unique in-store experiences, providing evidence of the benefits of distributed, empowered management. As its CEO, James Daunt, has said, “If you actually let the local book-selling teams do what they think is best, you suddenly get much better bookstores.”But networks are not universally effective. They are excellent at learning and adapting, but less effective at making hard trade-offs, managing large-scale cost actions, or executing enterprise transformations on their own. These are aspects in which traditional hierarchies will continue to persist and be required. When networks are asked to do everything, organizations often end up with matrix complexity rather than speed. Truly transformational organizations not only adopt new technologies, like AI, but also reshape their operating models to use networks where they add value. The bottom line Networked, agile models, supported by practical tools, data-driven transparency, and leadership committed to outcomes over process, will be critical components of organizations that will win in today’s fast-moving marketplace. AI and modern technology will not eliminate hierarchies. In fact, they often enable larger, more coordinated enterprises. The winning organizations are those that adopt hybrid models:Hierarchies for strategy, accountability, and scaleNetworked teams for innovation, speed, and transformationMany companies are talking about networked organizations, but few are implementing them successfully. In Part 2 of this series, we will explore the practical steps to building a networked organization and integrating it into the broader enterprise without chaos. Breaking free (without breaking the company): Why hierarchies alone can’t power innovation | AlixPartners Networked organizations are the future, part 1 In a business landscape marked by volatility and rapid technological advancement, the]]></content>
    <published>2026-04-03T16:09:07Z</published>
    <updated>2026-10-01T02:35:20Z</updated>
    <link href="https://www.alixpartners.com/insights/102mor2/breaking-free-without-breaking-the-company-why-hierarchies-alone-cant-power-i/" rel="alternate" />
    <author>
      <name>Jason Louie</name>
    </author>
    <author>
      <name>Stefan Albust</name>
    </author>
    <author>
      <name>Chase Janer</name>
    </author>
    <author>
      <name>Alex Kutrieb</name>
    </author>
    <author>
      <name>Giuliano Trinchera</name>
    </author>
    <author>
      <name>Chris Mulh</name>
    </author>
  </entry>
  <entry>
    <title>Thriving under pressure: How grocers can build stores that win in times of disruption</title>
    <summary>In this series, we examine how decades of survive-and-advance decisions led to the current state of store operations, and we detail how...</summary>
    <id>urn:uuid:540d9e93-9ef8-4e0b-912b-7bcfc0a008c9</id>
    <content type="html"><![CDATA[Thriving under pressure: How grocers can build stores that win in times of disruption In this series, we examine how decades of survive-and-advance decisions led to the current state of store operations, and we detail how grocers can begin to course-correct across labor, processes, and store support — even as modern challenges add to the complexity facing store teams.Underinvestment in stores comes at a cost, and for most traditional grocers, the bill is coming due. Grocers have fundamentally changed what they ask of stores — expecting year after year that they will do more with less — but have neglected to fundamentally change their operating model. Now thousands of stores are on the brink, and the next wave of disruptions may push them over.To restore stores from survival mode, grocers must assess how they should change their operating models not only to prepare stores for emerging external challenges but also to deliver stores from longstanding internal pressures that have continue to intensify with time. Legacy challenges for store operations#1 — Overwhelm at the store level.It’s rarely understood that the better value proposition is the one that is easier for stores to deliver. Too often the “air traffic control” function between headquarters and stores is weak or nonexistent, and corporate issues directives freely. When stores are constantly inundated with requests from different departments, execution overall is mediocre at best.#2 — Isolation from other departments.Store operations typically receives two mandates: execution and efficiency. They’re often not asked for input on initiatives being developed by other departments, and this disconnect invariably leads to them being charged to execute ideas that are too complex, take too much time, or just don’t work. When departments don’t integrate store operations into their strategy and planning, operational efforts tend to be incremental rather than transformational.Because store operations is responsible for the execution of all initiatives, its leader (COO, SVP of stores, etc.) should be the most connected person in the organization: communicating about the capacity of the store teams, listening to corporate requests and testing them for alignment with organizational priorities, setting boundaries, etc. Too often that’s not the case, and opportunities are missed as a result.#3 — Reduction in resources.Nearly every cost-cutting endeavor includes taking labor hours out of stores. The extreme can-do attitude of operators makes this approach feel acceptable, but the constant pressure to meet rising standards with less support takes a toll. When leaders are preoccupied with making their numbers for a given week or quarter or fiscal year, they find it difficult to justify more labor hours because the value of them often isn’t immediately or fully reflected in sales numbers alone. Stores bear the brunt of these decisions that prioritize short-term survival over greater strength in the long term. Modern challenges for store operations#1 — Fulfillment of online ordersAssembling and fulfilling an ever-increasing number of online orders requires new tasks and processes, and they have to be done in a way that doesn’t compromise the experience of in-store shoppers. Online sales also create a new set of customer touchpoints: text conversations about substitutions, greetings during pickup and delivery, sampling or marketing materials added to orders, phone calls with customer service about missing items or quality concerns, and more.With fulfillment options ranging from ship-to-home to in-store pickup to curbside pickup to owned delivery to third-party delivery, how grocers get product to customers has become infinitely more complicated.#2 — More demanding customersThe bifurcation of the consumer means that some shoppers prioritize price and availability, and others prioritize experience and inspiration — but all of them carry high expectations for the value drivers that matter most to them. Most traditional grocers will have both these shoppers, meaning they will feel pressure to optimize to keep prices competitive and shelves fully stocked but also to deliver creative merchandising and engaging service.Shoppers’ rising standards are informed by not only the vast array of choices available to them but by real-time visibility into the whole competitive landscape. It’s a tough reality for regional grocers that all a shopper needs to do is pull out their phone to compare prices or check stock levels against those of Walmart or Aldi.#3 — Competition for talentAs alternative channels like big box, club and discount have grown, grocers face much steeper competition for talent. These formats haven’t only raised the bar for consumers in the respective areas in which they specialize; they have also raised the bar for associates. Generally, discounters and clubs deploy labor with more precision than traditional grocers, and they invest in technology to automate low-value tasks so that associates spend more time on activities that matter.Because these other retailers can generate more value from every associate than traditional grocers, they can pay more — and they do. These organizations also tend to be better at giving employees a structured career path, with training and opportunities faster to arrive. This dynamic makes the best talent harder for traditional grocers to find and more expensive to hire when they do.Where grocers go from hereWith both external and internal challenges in mind, grocers should reexamine each pillar of store operations — core processes, labor, and store support — and make the upgrades that are needed for stores to support the business as it exists today, not the business that existed 20 years ago.Core processes — Grocers must create standards, train to those standards, and measure against those standards. To maintain standards once they’re established, grocers need real-time visibility on which stores are meeting expectations and which stores need help. Standards that serve grocers well simplify the work of associates, limit low-value tasks, and keep priorities consistent.Labor — The labor model should be tailored to the activities of the store. Schedules should take into consideration the traffic patterns and online order fulfillment needs of each location by day of the week and by daypart; which behind-the-scenes roles and customer-facing roles need to be filled; and what mix of full-time and part-time associates will best accomplish those activities.Because most traditional grocers need associates that specialize in different areas — as opposed to discounters where efficiency is the straightforward goal across roles, for example — the training of those associates should be treated as an investment instead of a cost. It shouldn’t be viewed as an optional benefit to the associate; it should be viewed as a way to make talent more productive. Similarly, because turnover is exceedingly expensive, grocers need to be intentional about retaining strong talent. Focus on their growth should be ongoing, with skills training, leadership development, live feedback loops, recognition programs, and structured career paths.Store support — As the connection point between strategy and operations, store support must evaluate corporate directives through two lenses: organizational priorities and the capacity of stores to execute. Store support must understand when to push back on corporate, when to push back on stores, when to take a hardline stance, and when to be flexible. Store support should also take point on developing nuanced views of what’s working and what isn’t working based on the combination of data and operational, store-level insight.The essential decision: What matters most?The trend of the last two decades has been to strip experience in the pursuit of efficiency, but for traditional grocers, an incrementally more efficient organization isn’t necessarily a more effective one. For discounters and specialists, the choice is straightforward; the discounter prioritizes efficiency across the board, and the specialist prioritizes experience — but a “multi-specialist,” which a traditional grocer should be, needs a hybrid model. Rather than trying to balance between efficiency and experience in every area, traditional grocers should go all-in for one or the other depending on how the activity relates to the customer experience. If cutting fresh produce happens in the backroom, the process should be optimized so there’s no wasted movement. If cutting fresh produce happens at a station on the sales floor, the time allotted to that task should be padded to allow for sampling and conversation with shoppers.Setting stores up for successBoth the competitive landscape and consumer behavior continue to change, and stores will need to change, too. After decades of underinvestment, many aren’t currently in a position of strength. Grocers can change that, but they’ll need a strategic reset of their operating model to do so.Stay tuned for the next piece in this series, which will focus on how the emerging disruptions we described in this piece will impact labor specifically. Thriving under pressure: How grocers can build stores that win in times of disruption | AlixPartners]]></content>
    <published>2026-04-01T20:02:07Z</published>
    <updated>2026-10-01T02:35:22Z</updated>
    <link href="https://www.alixpartners.com/insights/102mnn8/thriving-under-pressure-how-grocers-can-build-stores-that-win-in-times-of-disrup/" rel="alternate" />
    <author>
      <name>Matthew Hamory</name>
    </author>
    <author>
      <name>David Ritter</name>
    </author>
    <author>
      <name>John Clear</name>
    </author>
    <author>
      <name>Adam Pressman</name>
    </author>
    <author>
      <name>Gawel Adamek</name>
    </author>
  </entry>
  <entry>
    <title>Boards Need to Rethink How They Advise CEOs</title>
    <summary>In uncertain and disrupted times, the usual patterns of boardroom discussion have to evolve. But there’s a paradox at play. Boards are...</summary>
    <id>urn:uuid:c22a4a1f-bb68-405a-a6e2-bf6908fa49c7</id>
    <content type="html"><![CDATA[In uncertain and disrupted times, the usual patterns of boardroom discussion have to evolve. But there’s a paradox at play. Boards are stocked with people with tremendous business experience, wisdom, and insight; nevertheless, many CEOs feel at sea. Consider some data points from the AlixPartners Disruption Index survey: 72% of CEOs say they find it increasingly difficult to set priorities amid a storm of disruptive forces. Yet nearly nine out of 10—87%—say their boards and investor groups have the right people and knowledge to help them cope with those forces.If boards have the knowledge CEOs need, why do many CEOs still report feeling adrift?The reason is that too many of the traditional structures, processes, and customs of boardroom discussion were not designed to serve well in times like these. I’ve seen several leading practices that can help. Some represent significant changes, and some are tweaks. But together they change the agenda of board meetings and the tenor of conversations in ways that help CEOs sort through the choices they face and make better decisions about how to identify, create, increase, and protect value in a uniquely challenging environment.Let’s start with the fact that CEOs themselves say they can benefit from additional support: 85% said they need more personal and professional support to be successful, whereas just 59% of other C-suite executives feel the same need. And it’s no wonder. Disruption hits CEOs harder than anyone else. All the vectors of change converge on the corner office: the needs and wants of every internal function and business unit, as well as those of employees, customers, investors and creditors, governments and regulators, and other stakeholders.How can directors help? By working with CEOs to design interactions that help get better questions into the room, provoke better discussions, and focus conversation on the right priorities. This stands in contrast to the outdated “certifying board,” which stays informed about current performance but rarely gets deep into sleeves-rolled-up conversations and whose members tend to simply proffer advice.Here are three ways board members can ensure boardroom discussions keep up with today’s constant change:1. Avoid straight-line thinking.Boards can encourage a shift to more scenario-based and dynamic planning and decision-making. Uncertainty makes traditional forecasting difficult and less reliable. Voluminous board books, prepared for the board’s critique or blessing, assume that the path to value is known and relatively straightforward. This leads to discussions that emphasize explaining variances to plans.Instead, directors should be tracking progress and pace toward strategic goals, recognizing that it’s not a straight line. They should expect course corrections and not put management on the defensive about them. They should be setting up scenarios, debating what needs to be true for a scenario to come to pass, and considering how the company should prepare for alternate futures.We worked with a large industrial company that was considering which of several operating and organizational models would best support its strategy. One option involved more extensive outsourcing, while another involved more vertical integration. These options had radically different implications for skills, locations, capital spending, and more.We helped them create an interactive model that allowed directors and executives to explore options in “real time” rather than shuffling through pages of static PowerPoint, resulting in an entirely different kind of conversation. Discussions like these allow CEOs to test assumptions and discern priorities. (They’re also—dare I say it?—a lot more fun for directors and executives.)2. Create strategic options, not just plans.Directors can help CEOs set priorities around creating and expanding value by taking more of a portfolio approach to strategies, investments, and returns. In today’s environment, traditional, long-term, big investments (like building a new plant) are riskier and less certain than they once were. It therefore stands to reason that companies should place more bets, creating options if some don’t pan out.This is a more sophisticated version of “fail fast.” If boards recognize that they’re helping the CEO oversee a portfolio of strategic investments and opportunities—not just monitoring a single-minded strategy—they (and the CEO) can take advantage of the full diversity of experience, ideas, and knowledge the board possesses. This also opens the door to board discussions that are akin to after-action reviews that look at successful and unsuccessful investments, not to assign credit or blame, but to learn. The idea is to help the right priorities emerge in a process of experimentation, testing, and discovery.3. Keep the core strong.Even as executives tackle new marketplace challenges and opportunities, boards should speak up for and support the CEO’s focus on “North Star” fundamentals, including:CustomersWhen uncertainty is high, organizations tend to turn inward. It’s understandable, but there’s no better way to know what’s important than to listen to customers—who face the same issues your company does and will reward people who listen to them.For the board, this means that it’s not enough to pay attention to numbers (such as net promoter scores or churn rates) alone. Board members should ask about the conversations the CEO is having with customers, what customers’ pain points are, and other questions that elicit qualitative information as well as data. This way, boards can support the CEO in setting priorities about how to create and grow value with a customer mindset.TechnologyCEOs need to make sure their organizations are attentive to the value of underlying data as they pursue disruptive opportunities from AI and other technologies. The reason? Solid data is the foundation on which new technology depends.AlixPartners Disruption Index data show that leaders in AI are nearly twice as likely to say their legacy systems are up to date and problem-free than companies that lag in AI. Investing in data quality and management is a key way companies can make sure that their technology investments and innovations generate attractive returns.RiskRisk management is a board issue par excellence. Traditional risk management focuses on cataloging threats and complying with regulatory risk disclosures—which are important but don’t necessarily cover all of the bases required to deal effectively with “what if?” strategic risk questions.A more creative, productive approach emphasizes response readiness instead of building Maginot Lines to fortify against known or predictable threats. I see growing numbers of boards, risk and audit committees, and executive teams move toward scenario-based discussions, using real-time data and more dynamic forms of engagement.Supply and trade risk are good examples. Boards’ risk committees spend most of their time examining financial risk, in part because of compliance rules, and as a result may overlook operational risks. I’ve helped boards and CEOs use tools that monitor their own supply chains to observe—dynamically and in near-real time—how a company’s competitors are dealing with tariffs and other geopolitical tensions. That’s a shift from guessing the future to stress-testing operational agility and resilience. With those insights, boards and CEOs can see which risks could have the most impact on value and where strategic threats or openings are occurring . .These three approaches—scenario-based planning, a portfolio approach to strategy, and a clear focus on fundamentals—are connected in two ways. The first is that they’re forward-looking, which can support CEOs in setting priorities. They provoke conversations about where value is coming from and where it might be endangered, rather than just reviews of performance and plans. Second, they’re designed to encourage the CEO and the board to build two organizational capabilities companies most need in uncertain times: creativity and resilience.Boards can help by asking questions that are both sharp and open-ended; by offering guidance that’s both proven and creative; and by not just relying on experience, but leveraging it to shape the future. Disruptions might be threats or opportunities (or both), but they’re always learning opportunities. Boards Need to Rethink How They Advise CEOs]]></content>
    <published>2026-03-31T14:49:00Z</published>
    <updated>2026-10-01T02:35:24Z</updated>
    <link href="https://hbr.org/2026/03/boards-need-to-rethink-how-they-advise-ceos" rel="alternate" />
    <author>
      <name>David Garfield</name>
    </author>
  </entry>
  <entry>
    <title>Manufacturing Overview: Flat revenues and rising productivity reshape the post‑trade‑volatility landscape</title>
    <summary>The AlixPartners Manufacturing Overview: CY2025 – Q4 is now available, providing an analytical look at the sector’s performance as global...</summary>
    <id>urn:uuid:e22a932c-7514-4386-baed-ca3c1446c462</id>
    <content type="html"><![CDATA[Manufacturing Overview: Flat revenues and rising productivity reshape the post‑trade‑volatility landscape The AlixPartners Manufacturing Overview: CY2025 – Q4 is now available, providing an analytical look at the sector’s performance as global trade continues to stabilize.This quarter reflects cautious normalization. Revenues were largely flat year over year, and margins varied across regions and sectors. Productivity gains became increasingly concentrated in high-tech and industrial equipment manufacturing, supported by ongoing investment in AI and data infrastructure.Inventory turns improved as companies cleared stockpiles built during earlier trade uncertainty. Productivity trends diverged by geography: the United States saw a modest decline, Germany recorded its strongest quarter of the year, and China maintained solid growth through advanced manufacturing orders. Labor costs continued to rise even as job openings eased, highlighting a persistent skills challenge that will remain central to manufacturing competitiveness in 2026. The key question now is whether productivity improvements can sustain profitability in an environment of uneven demand and rising costs. Explore the full Q4 2025 Manufacturing Overview below, or download it here. Manufacturing Overview: Flat revenues and rising productivity reshape the post‑trade‑volatility landscape | AlixPartners]]></content>
    <published>2026-03-30T14:29:07Z</published>
    <updated>2026-10-01T02:35:29Z</updated>
    <link href="https://www.alixpartners.com/insights/102moeh/manufacturing-overview-flat-revenues-and-rising-productivity-reshape-the-posttr/" rel="alternate" />
    <author>
      <name>Parmesh Bhaskaran</name>
    </author>
    <author>
      <name>Steven Hilgendorf</name>
    </author>
    <author>
      <name>Nicolas Franzwa</name>
    </author>
    <author>
      <name>Xing Zhou</name>
    </author>
    <author>
      <name>Michael Mo</name>
    </author>
  </entry>
  <entry>
    <title>Suppliers on the brink: Why tariff-hit vendors are becoming rescue and restructuring issues for brands and retailers</title>
    <summary>U.S. brands and retailers have understandably focused on tariff pain at the border, but the real sleeper threat sits upstream: margin...</summary>
    <id>urn:uuid:a73c7348-f0de-4b69-852a-e02b14c0338c</id>
    <content type="html"><![CDATA[Suppliers on the brink: Why tariff-hit vendors are becoming rescue and restructuring issues for brands and retailers U.S. brands and retailers have understandably focused on tariff pain at the border, but the real sleeper threat sits upstream: margin pressure turning a fragile supplier into a single-point failure. Early intervention to stabilize and, where needed, support in supplier restructuring is critical to keep goods on shelves and profitability intact.As global manufacturing braces for a second year of shifting U.S. trade barriers and uncertainty over where tariff policy goes next, the supply chain’s key pressure point remains unchanged: smaller suppliers in China and other hubs are still the most likely to buckle. Compounding this, the ongoing conflict in the Middle East is adding upward pressure on input and logistics costs, further squeezing already‑thin margins across manufacturing hubs. For American brands and retailers importing everything from rubber gloves and toys to apparel and electrical appliances, the riskiest counterparties are those suppliers that entered 2025 under strain, and are now seeing tariffs eat through margins that were already compressed. With small and mid-sized factories, financial distress may not be visible until it shows up as a missed shipment – or an abrupt default. It’s a third-party risk no U.S. brand or retailer can afford to ignore: today’s fissures in the supplier base can quickly escalate into crises that demand turnaround and restructuring support to maintain product flow and contain the P&amp;L hit. Duty-sharing inflicts asymmetrical painThere is little public disclosure on how buyers and suppliers renegotiated prices in the months after the imposition of new tariffs, but industry feedback suggests a 50:50 split is a common outcome, with each side agreeing to absorb half the extra duty. That’s equitable on paper, but in reality, the impact on profitability is deeply uneven and, for those suppliers that started the year with strained balance sheets and thin liquidity, possibly existential.Take a simplified example: a brand or retailer buys a T-shirt at $50 and sells at $100. A 20% duty, split between both sides, lowers the buyer’s gross margin from $50 to $45. With a mixed assortment and some pricing flexibility, that hit is unwelcome but absorbable. For the supplier, which may earn only 10% net on each order, a $5 tariff contribution effectively wipes out its profit. Breaking even leaves no room to service debt, reinvest in the business, or absorb future shocks. The details may vary, but the underlying dynamic is the same across tariff-sharing deals. Even in instances where U.S. importers and consumers absorb most of the levy in the aggregate, the share that falls to a factory running on razor-thin margins can be enough to tip a knife-edge balance sheet into full-blown distress. Thin cushions and sharp shocks For many smaller manufacturers, balance sheets were already under strain. The Federal Reserve Bank of Dallas Global Institute reported in December that even prior to the tariff hikes, nearly 30% of China’s industrial firms were operating at a loss – up 20% since the pandemic – with many of the pressures concentrated in investment-heavy manufacturing sectors. The typical SME exporter is often highly leveraged, with cash flow already committed to servicing interest payments. When tariffs cut into prices and/or reduce order volumes, cash flow no longer covers interest or working capital needs, and liquidity can dry up quickly. The pressure doesn’t hit every manufacturer equally: better-capitalized firms with diversified customer bases and higher value-add production can absorb more of the shock, while smaller suppliers that rely on a handful of key U.S. customers are closest to the brink. Hidden dependency and limited visibility For brands and retailers, the real risk is supplier dependency. If, for example, a retailer buys half of its electronic toys from a single supplier that falls into a liquidity crisis and stops shipping, then 50% of its assortment in that category is in danger of vanishing from shelves, translating directly into lost sales and customers. The risk is most acute when that dependency involves long lead times, complex construction or heavy compliance requirements that hamper quick substitution. Even trusted mitigation strategies like dual sourcing are not failsafe: if a brand sources 60% from Supplier A and 40% from Supplier B, and B collapses, A may not have the capacity, financing, or regulatory approvals to make up the volume shortfall. To compound this, many of these firms are privately owned, in jurisdictions where financial disclosure is limited and reliable credit scoring is either patchy or absent.The silence problem The structural risk is compounded by a behavioral one, particularly in Far Eastern markets: suppliers under strain are often slow to speak up. Management and shareholders hold out in the hope of improving conditions, or fear that transparency will drive customers away. The first clear signal of supplier distress comes far too late, erupting as a cluster of issues including: Factory strikes that disrupt production as workers protest non-payment of wages;Sub-suppliers refusing to supply raw materials and components due to overstretched credit;Corner-cutting in sourcing, production, or compliance to save cash – raising operational, quality and regulatory risk for the buyer.Turning supplier fragility into a managed risk All of this means that for brands and retailers, the danger isn’t the headline tariff itself, but the underlying vulnerability that turns a previously reliable vendor into a supply continuity risk. One consumer brand, for instance, risked losing more than 10% of its sales when a major supplier’s financial distress surfaced as workforce strikes. This underlines the importance of proactive scrutiny: procurement, finance and risk teams need to treat tariff-hit suppliers as third-party financial risks to be tracked and actively managed, not left to chance. Practical steps:Map tariff-exposed categories – and suppliersUnderstanding which categories account for most of the tariff bill helps pinpoint suppliers experiencing the most severe cost shocks. Priority attention should go to small and mid-sized manufacturers that a) have recently been stretched financially, e.g., by opening a new plant, and b) account for a high percentage of the buyer’s spend or a key share of a flagship category. Look past KPIs to the balance sheetStep up monitoring of behavioral red-flags: requests for shorter payment terms or price increases, or the sudden introduction of factoring. Where the supplier uses approved sub-suppliers, confirm directly with them that payments are being made as normal. Develop and rehearse continuity optionsLine up and vet backup suppliers or locations early – recognizing that this usually means swapping one risk profile for another rather than eliminating risk altogether. Then stress-test scenarios in which a key supplier loses funding or enters restructuring, and turn those tests into clear playbooks for inventory, pricing and customer commitments. Be ready to intervene – when the numbers support it If everything else has failed, be willing to step in. When a critical, high-dependency supplier is sliding towards failure, buyers may need to offer support – from temporary price relief to a structured rescue – when intervention costs less than letting the supplier go under. Focusing now on suppliers that are both vulnerable and critical can be the difference between a disruption that stays manageable and one that spills over into empty shelves and missed sales. If you are reassessing how robust your supplier base really is, AlixPartners Asia can help: we work with brands and retailers to benchmark risk, design practical responses, and move quickly from concern to action. Suppliers on the brink: Why tariff-hit vendors are becoming rescue and restructuring issues for brands and retailers | AlixPartners]]></content>
    <published>2026-03-30T07:50:37Z</published>
    <updated>2026-10-01T02:35:31Z</updated>
    <link href="https://www.alixpartners.com/insights/102mo9h/suppliers-on-the-brink-why-tariff-hit-vendors-are-becoming-rescue-and-restructur/" rel="alternate" />
    <author>
      <name>Lian Hoon Lim</name>
    </author>
  </entry>
  <entry>
    <title>Podcast: When David Met Goliath—Episode 2: How can AI-augmented law solve inefficiency in a $900bn industry?</title>
    <summary>“When David met Goliath” provides a podcasting platform for candid conversations between seemingly polar opposites: leaders of...</summary>
    <id>urn:uuid:6e792f7b-5fa7-4c8f-8781-26e5227b28c2</id>
    <content type="html"><![CDATA[Podcast: When David Met Goliath—Episode 2: How can AI-augmented law solve inefficiency in a $900bn industry? “When David met Goliath” provides a podcasting platform for candid conversations between seemingly polar opposites: leaders of established industry giants and the founders of the disruptive start-ups challenging their status quo.In our second episode, Omar Haroun, founder of AI legal start-up Eudia, joins host Narry Singh to explore how a new generation of “Davids” is challenging an industry long defined by inefficiency and resistance to change. Omar shares his personal motivation behind founding Eudia, arguing that, despite its size and profitability, the legal sector has failed to evolve to a necessary degree in recent years.The conversation expands into how AI, when combined with human expertise, can fundamentally reshape legal work. Omar outlines Eudia’s hybrid model—blending augmented intelligence with experienced lawyers—to dramatically accelerate contract review, preserve institutional knowledge, and build what he describes as a corporate “legal brain”. Together, Narry and Omar examine what this shift means for law firms, inhouse teams, and the future role of the General Counsel, making the case that AI’s real value lies not in replacing lawyers, but in freeing them to focus on highervalue, businesscritical judgement.Our third episode switches industries into the world of finance, with John Hinshaw, former COO of HSBC Bank. Subscribe to When David Met Goliath on your podcast app of choice to catch the full series, and never miss an insight on how incumbents and insurgents are reshaping the future of business.Learn more about our When David Met Goliath podcast series here. Podcast: When David Met Goliath—Episode 2: How can AI-augmented law solve inefficiency in a $900bn industry? | AlixPartners]]></content>
    <published>2026-03-25T12:49:37Z</published>
    <updated>2026-10-01T02:35:33Z</updated>
    <link href="https://www.alixpartners.com/insights/102mndx/podcast-when-david-met-goliathepisode-2-how-can-ai-augmented-law-solve-ineffic/" rel="alternate" />
    <author>
      <name>AlixPartners</name>
    </author>
  </entry>
  <entry>
    <title>Winning the digital shelf: Preparing for a world of human and AI shoppers</title>
    <summary>A follow-up to What AI shopping agents will mean for customers and retailers.  E-commerce’s next evolution: LLMs and shopping agents...</summary>
    <id>urn:uuid:9d89ecc2-b7de-4599-8f78-3afd84a0d48c</id>
    <content type="html"><![CDATA[Winning the digital shelf: Preparing for a world of human and AI shoppers A follow-up to What AI shopping agents will mean for customers and retailers. E-commerce’s next evolution: LLMs and shopping agentsLeveraging AI and automation in e-commerce has quickly become table stakes. Most retailers are already using AI to reduce manual work, accelerate content creation, and improve operational efficiency. However, a new era is already underway, one driven not just by automation, but by large language models (LLMs) and AI shopping agents that are reshaping how products are discovered, evaluated, and purchased.Historically, retailers targeted different customer segments and missions, but these audiences shared one defining characteristic: they were human. That assumption no longer holds, and the distinction goes beyond identity. Human shoppers browse, respond to emotion, and are influenced by storytelling, design, and experience. AI agents, on the other hand, do not. They query, parse, and compare based on structured data and explicit criteria, making decisions that no amount of visual merchandising or brand narrative can directly influence. The rise of dual-customer commerceWith LLMs and shopping agents increasingly mediating interactions between retailers and consumers, e-commerce is no longer designed for a single audience. Retailers are now serving two decision-makers at once: human shoppers and the AI systems acting on their behalf. This emerging reality can be described as dual-customer commerce, where success depends on meeting the needs of both audiences at once.The urgency is real. 38% of consumers have already used generative AI for online shopping, and over 70% of those users now rely on it as their primary source of product research. Retailers that are not visible to these systems are not losing ground gradually; they are being removed from consideration entirely, before a customer ever makes a conscious choice.This shift does not eliminate the need for compelling storytelling or strong brand expression; these remain essential for human shoppers. But it adds a new and separate requirement for the AI systems increasingly making or influencing purchase decisions on their behalf. Product content, data, and site architecture must now be interpretable not only by people, but also by machines that crawl, evaluate, compare, and recommend products before customers visit a site.The question for leaders is no longer whether AI will reshape e-commerce, but how well their organisation and digital ecosystem are equipped to operate in this dual-customer environment, and how quickly they can evolve as discovery becomes increasingly AI-mediated – where AI systems influence what customers see, compare, and consider before they ever visit a retailer’s site.The new digital shelf: A practical maturity curve for AI-driven e-commerceWinning in an AI-mediated e-commerce environment does not require a single, disruptive leap. Instead, it requires progressing through a set of foundational, then increasingly strategic, capabilities that retailers already control – from how product data is structured, to how content is created, to how e-commerce systems interact with LLMs and shopping agents.The maturity curve outlines this progression. While many retailers will recognise elements of all three stages today, this clarifies the capabilities that must be in place to advance and where leadership attention and investment can deliver the greatest impact. We describe this as Crawl, Walk, and Run. Though presented sequentially, in practice, leading retailers advance these capabilities in parallel, building foundations while accelerating toward visibility and agent readiness.Each stage includes a brief self-assessment, enabling leaders to gauge where their organisation sits today and where targeted capability-building may be needed to move forward.Crawl: Using AI to make today’s e-commerce operations more efficientAt the Crawl stage, retailers apply AI to improve efficiency across existing e-commerce workflows. These actions are becoming essential, delivering reduced cost, accelerating execution, and improving consistency, while creating the foundational inputs required for more advanced AI visibility and readiness.AI is applied to content generation, data maintenance, and service workflows to remove manual effort and increase speed. This includes AI-assisted product descriptions and imagery, automated tagging and metadata creation, and AI-supported customer service for routine interactions. While these initiatives are not yet designed to drive generative discovery, they create the foundational inputs – cleaner data, richer content, and better metadata – that later GEO efforts depend on.Walk: Structuring content and data to increase visibility in generative enginesThe Walk stage is where the majority of Generative Engine Optimisation (GEO) readiness is built. Here, retailers move beyond efficiency and deliberately optimise how their digital footprint is interpreted by LLMs and conversational interfaces that increasingly shape discovery, ensuring products can be accurately understood, evaluated, and surfaced by generative engines.This shift mirrors an earlier evolution from traditional SEO, but with a critical difference. While SEO optimised for human search behaviour and keyword matching, GEO focuses on how AI models understand, summarise, and recommend products. Success relies less on keywords and more on structured data, clear resolution, and trusted signals that allow models to confidently answer shoppers’ questions. In this stage, product data and content are intentionally designed so that machines can determine what a product is, who it is for, when it should be used, and why it is relevant, often before a customer ever sees a product page. Retailers begin to monitor how they appear in AI-driven discovery, even as performance measurement remains largely anchored to human-led journeys.Run: Enabling secure, transaction-ready, agent-led shoppingIn the Run stage, retailers introduce new capabilities to support direct interaction and transactions with AI shopping agents. While these efforts build on the structured data, clear content, and trusted signals established in Walk, they go beyond GEO alone and require additional operational, technical, and governance considerations. The focus shifts to enabling controlled, secure, and reliable agent interactions. This includes exposing real-time product, pricing, and inventory data, supporting transaction readiness as agents begin to initiate or complete purchases, and ensuring appropriate security, authentication, and safeguards as machines act on behalf of customers. Security considerations here operate on two levels: technical protection – securing APIs, authenticating agent identities, and preventing unauthorised access – and commercial protection against agents explicitly programmed to exploit business vulnerabilities. Unlike a human shopper, an AI agent can systematically stack coupons, probe return and exchange policies for loopholes, or game promotional offers at scale, across thousands of transactions. Retailers will need controls, such as offering eligibility logic, transaction rate limits, and behavioural anomaly detection, to distinguish legitimate agent-assisted purchases from adversarial ones.Retailers also begin to distinguish between human-led and AI-mediated journeys, adapting attribution models, channel planning, and UX design accordingly. Importantly, this stage is not about speculative futurism; it reflects operational readiness for shopping behaviours that are already emerging.Conclusion: Winning the digital shelf in an AI-mediated worldAI is increasingly reshaping e-commerce. Discovery is no longer driven solely by human browsing, search engines, or on-site merchandising; it is increasingly influenced by LLMs and shopping agents that interpret content, compare options, and guide purchase decisions before customers ever reach a retailer’s site.The maturity curve outlined in this article shows that adapting to this shift does not require a wholesale reinvention of e-commerce. It requires building the right capabilities in the right sequence. Efficiency-focused initiatives create scale and consistency. Visibility-focused actions, particularly in the Walk stage, determine whether products can be accurately understood and surfaced by generative engines. From there, retailers can add the operational and technical capabilities needed to support agent-led shopping interactions.What is fundamentally new is who retailers are optimising for. E-commerce teams are now designing for both human shoppers and the AI systems acting on their behalf. This shift toward dual-customer commerce makes it essential that product data, content, and trust signals can be reliably interpreted by machines, not just experienced by people.Retailers that act now will strengthen their digital shelf, protect visibility as discovery evolves, and position themselves to grow alongside shopping journeys increasingly influenced by AI. Those that delay may still appear competitive on the surface, but risk being deprioritised or filtered out by the AI systems customers increasingly rely on to discover and evaluate products.The opportunity ahead for retailers is significant, but requires focus, sequencing, and intent. Understanding where your organisation sits on the maturity curve today is the first step toward building the capabilities that will define e-commerce performance in the years ahead. Winning the digital shelf: Preparing for a world of human and AI shoppers | AlixPartners A follow-up to What AI shopping agents will mean for customers and retailers. E-commerce’s next evolution: LLMs and shopping agents]]></content>
    <published>2026-03-25T11:25:07Z</published>
    <updated>2026-10-01T02:35:34Z</updated>
    <link href="https://www.alixpartners.com/insights/102mnxa/winning-the-digital-shelf-preparing-for-a-world-of-human-and-ai-shoppers/" rel="alternate" />
    <author>
      <name>Catherine Brien</name>
    </author>
    <author>
      <name>Mike Walsh</name>
    </author>
    <author>
      <name>Erik Lautier</name>
    </author>
    <author>
      <name>William Carson</name>
    </author>
    <author>
      <name>Amanda Gielow</name>
    </author>
  </entry>
  <entry>
    <title>Beyond larger models: China’s deployment-led AI playbook</title>
    <summary>As China turns applied AI into an engine of productivity and disruption, business leaders face high-stakes choices about which use cases...</summary>
    <id>urn:uuid:b3ad3d14-dcde-4010-851a-ae810dc41435</id>
    <content type="html"><![CDATA[Beyond larger models: China’s deployment-led AI playbook As China turns applied AI into an engine of productivity and disruption, business leaders face high-stakes choices about which use cases and capabilities to back to stay competitive.China is running a different AI race. While firms in the U.S. and Europe are investing heavily in frontier models alongside enterprise deployment, China is taking an application-first approach, embedding practical AI into the office platforms that power day-to-day work. Chinese executives returned the highest overall score in this year’s AlixPartners Disruption Index, yet 90% report feeling optimistic about AI’s impact, versus a global average of 80%, pointing to a market where disruption pressures may even be reinforcing leaders’ belief in AI as a way through the turbulence. For leaders, the question is simple: where does China’s tightly integrated AI ecosystem truly outperform, and which applied-AI use cases are big enough—and repeatable enough—to justify putting serious capital to work, in a world where roughly 80% of AI projects still fail to scale? AI on the ground in ChinaFrom sandbox to the centre of office lifeAcross most regions, recent global surveys show AI still stuck in pilot mode. AlixPartners’ 2026 Disruption Index reveals China as an outlier, especially in office automation (OA): about 34% of job functions at Chinese companies are already fully integrated with AI tools today, compared with 30% globally. Platforms like Alibaba’s DingTalk and Bytedance’s Feishu act as the operating system for office work—not standalone apps that employees dip in and out of. AI is ambient, not separate: woven into familiar interfaces without employees consciously “turning on” an AI feature. The race to own the office is still in land-grab phase, with Feishu and DingTalk competing aggressively to lock in enterprise users. At the same time, the viral rise of OpenClaw—an open-source autonomous agent framework that has been the fastest to take off in China—shows how quickly AI can jump from experiment to mass adoption. Its impact shows up less in showpiece demos and more in the texture of everyday work: how information flows, how quickly approvals move, how consistently teams follow standardized processes. These shifts may not make headlines, but this is where AI stops being theatre and starts to deliver real productivity and coordination gains. A domestic ecosystem with emerging global reachAll of this runs on a technology stack that looks very different from ERP- and CRM-centric set-ups common elsewhere. Under stringent data-sovereignty rules and with cloud, models, and automation designed to work together, Chinese enterprises favor homegrown LLMs like Qwen (Alibaba), Ernie (Baidu) and GLM (Zhipu), wired into domestic clouds and software platforms as one tightly integrated system, rather than a patchwork of bolt-ons. This domestically-anchored set-up means providers expand overseas selectively, starting with sectors and markets whose data rules and regulatory culture look most like China’s. Banking and telecoms already favor onshore or hybrid infrastructure; fast-growing firms in Southeast Asia and the Middle East operate on more greenfield and lightly built-out stacks and are more open to cloud platforms and mobile-first, chat-centric office tools, making them natural first ports of call for the integrated OA model. High-profile sales such as Meta’s purchase of Manus—a Chinese-founded, Singapore-based AI agent start-up acquired for over $2 billion in February—reveal what’s possible when solutions are built for global customers and regulators from the outset. The underlying LLMs are typically international rather than domestic, but data protection, security, and on-premises or local infrastructure remain central to the pitch. Scaling through efficient AI deployment Rather than chasing ever-growing, hardware-hungry models, Chinese firms focus on efficient deployment: trimming and redesigning models so they need less computing power, storage and memory. DeepSeek is a prominent example: its main innovation is compressing large models so they run on leaner hardware and slot into existing infrastructure—no large data centres are required. That shifts the race away from building the largest “frontier-scale” systems, and towards making powerful models affordable and easy to run at point of use. From models to machines: China’s applied AI bench That real-world focus is reflected in talent as much as products. China’s AI race is being led by builders, not lab theorists. Years spent scaling platforms for Alibaba, ByteDance, and Baidu have produced a large pool of engineers and data specialists used to handling large systems, pipelines and rapid iteration. Instead of clustering in a few frontier-model labs, this talent is mostly in applied engineering—fine-tuning models, wiring them into live products, and building domain-specific agents. The same builder mindset is powering a surge in AI-powered robotics, with models and algorithms tightly coupled to hardware and rolled out at scale in logistics and factory settings. Paired with China’s strengths in manufacturing, supply chains, and device production, this shortens the loop from design to deployment, and gives Chinese firms an edge in turning AI pilots into working systems. What does this mean for AI decision-makers in Chinese firms?Use office automation and workflow as the primary platform for AI-driven work redesign. Even when AI is embedded in mainstream office suites and collaboration tools, the real investment is in change work: re-engineering workflows, cleaning and connecting data, training users, and monitoring performance. If those investments don’t move the metrics, treat that as a signal to rethink or retire the use case, not a reason to defend sunk costs. Focus AI bets where China has an edge.Prioritize use cases that run on domestic LLMs and onshore AI infrastructure in data-rich, repeatable workflows, such as operations, support, and knowledge retrieval. Anchor efficiency plays on compressed models, hybrid on-premises and cloud architectures, and comparatively standalone business processes that can run economically on existing infrastructure. Use applied AI talent to design proprietary workflows, fine-tune domestic LLMs on customer, operations, and domain data, and develop internal models or agents tailored to specific business problems. Use this cycle to build an AI-ready enterprise architecture.Move from fragmented, siloed systems to AI-native architecture, rather than layering new tools onto legacy systems. Standardize shared data and model platforms so new AI use cases can be deployed and scaled consistently, without being held back by integration work. Above all, build an AI-forward operating model.For many Chinese enterprises, the next step is to turn isolated wins into a single, coherent way of running the business: a clear blueprint for processes, government and technology that lets AI deliver impact at scale, not just in pilots. That AI-forward operating model is what will keep them competitive with Western peers: advantage will come less from owning the biggest models and more from using today’s models to materially improve how work gets done. Ready to move beyond pilots and wire AI into how you deliver results, not just manage workloads? AlixPartners is helping leadership teams make that shift. Talk to us Beyond larger models: China’s deployment-led AI playbook | AlixPartners]]></content>
    <published>2026-03-25T08:55:36Z</published>
    <updated>2026-10-01T02:35:36Z</updated>
    <link href="https://www.alixpartners.com/insights/102mnzq/beyond-larger-models-chinas-deployment-led-ai-playbook/" rel="alternate" />
    <author>
      <name>Janet Tang</name>
    </author>
  </entry>
  <entry>
    <title>Eleventh Annual Private Equity (PE) Leadership Survey | 2026</title>
    <summary>Insights on expectations and execution: How transformational leaders drive success</summary>
    <id>urn:uuid:3889228b-5524-4c0e-9360-1dbbfc697e1c</id>
    <content type="html"><![CDATA[Expectation and execution: Leadership for success in private equity Eleventh Annual PE Leadership Survey PE cannot continue to outperform public markets unless the industry strengthens its ability to find, develop, and keep leaders with transformational skills. Private equity is built on a simple premise: businesses create more value when investors and management are closely aligned. The industry’s growth and long‑term outperformance reflect what happens when owners stay close to the action. That alignment, however, is increasingly difficult to maintain. The AlixPartners’ 11th Annual Private Equity Leadership Survey examines where expectations between PE firms and portfolio company leaders diverge, the leadership consequences that follow during the holding period, and how forces such as artificial intelligence are reshaping value creation. With CEO turnover in PE portfolio companies increasing, the findings point to a clear shift. Superior returns today depend not just on strategy or financial engineering, but on deliberate alignment, leadership stability, and disciplined talent practices that endure from deal close through exit. Key findings Key finding #1 The alignment gap between PE and portcos PE firms and portcos align on goals, but not always on priorities. This misalignment in how leaders prioritize growth, risk, and execution can slow transformation and create unnecessary tension and fuel doubts. Continue reading Fourteen months into a transformation, the data stops cooperating. The thesis that drove the plan—the one the CEO sold to the board, rallied the organization around, and staked his or her reputation on—is no longer holding. What happens next often determines whether value gets created or destroyed. Key finding #2 These misalignments can turn into a leadership crisis As expectations collide with performance reality during the holding period, CEO turnover spikes around year two. Often driven by PE firms, unplanned leadership changes are costly and disruptive—and frequently avoidable with earlier alignment, assessment, and targeted executive support. Continue reading Given current uncertainties undermining many pillars of private equity, the priority is now to accurately address value creation programs focused on lowering breakeven points, assessing how risk factors are changing, and relying on execution by experienced leaders. Key finding #3 AI forces the execution vs. transformation decision Artificial intelligence has become the clearest fault line between execution and transformation. While portfolio leaders often point to early AI gains, PE firms remain more skeptical, underscoring the gap between short‑term wins and enterprise‑level change—and the leadership decisions required to close it. Continue reading Across private equity and corporate boardrooms, leaders are being forced to decide what kind of value they want AI to create—and how much conviction they’re prepared to put behind it. Most portcos today are chasing quick wins in productivity, salesforce enablement, and analytics to put points on the board, prove AI’s value, and build confidence before taking bigger swings. Key finding #4 Leadership capability is improving—but unevenly PE firms have strengthened leadership assessment and operating support, but gaps remain in succession planning, coaching, and development—particularly at smaller firms. As pressure increases, those gaps show up in rising attrition risk, with 44% of portfolio leaders reporting a higher risk of losing top performers. Continue reading Too many private equity firms are locked in a reactive posture when confronting talent risks like unplanned CEO turnover and unwanted attrition. Rather than shaping portfolio company talent strategies, firms find themselves putting out fires after value has already been eroded. Our findings: strengthening PE &amp; portco alignment This year’s survey drew more responses than ever, with insights from more than 420 PE firm and portfolio company leaders. Their perspectives highlight where alignment, leadership support, and talent systems matter most for value creation.Download the full report to explore the key findings. About our survey Each year, findings from the AlixPartners PE Leadership Survey deliver valuable insights on themes relevant to the success of PE investments. In previous years, themes we explored included: Key success factors in the first 100 days after a PE investment deal The impact of portcos’ human capital management practices on PEs’ internal rates of return New imperatives that portco and PE leaders must meet during times of disruption The role of a portco’s organizational culture in investment performance Leadership capabilities for a new era of value creation Our survey collects insights directly from private equity and portfolio company executives regarding the challenges of value creation. This year’s survey was administered online from October through December 2025. Respondents consisted of 174 private equity firm managing directors, operating partners, or founders, and 253 portfolio company executives, the majority of whom are CEOs or CFOs. Sixty-seven percent of the PE firm respondents come from companies based in North America, as do 75% of the portfolio-company respondents; 25% come from Europe, including the United Kingdom. A large majority (60%) of portfolio company executives come from companies with annual revenues greater than $500 million. Among private-equity executives, 36% work for firms with $20 billion or more in assets under management, 22% from firms that manage between $5 billion and $20 billion, and 42% from firms with less than $5 billion under management. Learn more about our Private Equity &amp; Investors practice We drive and protect value, and we do it at speed. Learn more about our Transformative Leadership practice Every good strategy begins with great leadership Eleventh Annual Private Equity (PE) Leadership Survey | AlixPartners Our eleventh annual survey highlights expectations and execution: how transformational leaders drive success Eleventh Annual Private Equity (PE) Leadership Survey | 2026 Insights on expectations and execution: How transformational leaders drive success]]></content>
    <published>2026-03-24T00:00:00Z</published>
    <updated>2026-04-10T17:33:56Z</updated>
    <link href="https://www.alixpartners.com/insights/private-equity-leadership-survey-2026/" rel="alternate" />
    <author>
      <name>AlixPartners</name>
    </author>
  </entry>
  <entry>
    <title>GLP-1 and the snack sector: Disruptive trend, not existential threat</title>
    <summary>GLP‑1 is a real, growing headwind for snacks GLP‑1 drugs are driving a seismic shift in how Americans eat - and the U.S. snacking market...</summary>
    <id>urn:uuid:c81f5111-aa68-498b-8e38-5c13b9cca66d</id>
    <content type="html"><![CDATA[GLP-1 and the snack sector: Disruptive trend, not existential threat GLP‑1 is a real, growing headwind for snacksGLP‑1 drugs are driving a seismic shift in how Americans eat - and the U.S. snacking market sits at the epicenter. And its not surprising why: 2 in 5 adults have obesity, and nearly 3 in 4 are overweight or obese, representing a large and motivated addressable market.1Today, 1 in 8 U.S. adults already report taking a GLP‑1 like Ozempic, Wegovy, or Mounjaro.2 Most forecasts suggest this penetration will roughly double over the next decade as prices fall, coverage expands, and pills replace injections.2 in 5 adults have obesity and nearly 3 in 4 are overweight or obese, representing a large and motivated addressable market​But doubling is only the tip of the iceberg. Just as important is the shift in who is taking these drugs. Today, more than 60% of GLP‑1 users take the medicine to help manage diabetes and cardiovascular risk, and fewer than 40% use it exclusively for weight loss.3 That mix is shifting rapidly, with weight‑loss‑motivated users expected to become the majority over the coming years. When you combine an expected doubling of total users with this mix shift, the weight‑loss cohort – the people most likely to change what and how much they eat – nearly triples over the coming decade.The people most likely to change what and how much they eat is expected to nearly triple over the coming decadeThis matters because it is this weight‑loss cohort that is actively trying to eat less. GLP‑1s blunt the brain’s reward response to hyperpalatable foods and make casual grazing less appealing. Purchase data show GLP‑1 households cutting grocery spending by 5-6% within six months, with savory snacks down about 11% and sweet baked goods down around 7%, while spending tilts toward protein, fiber, and fresh produce.4 Users skip more meals, trim “auto‑pilot” snacking occasions, and reshape what the whole household buys, not just what the patient eats. For brands built around salty, sweet, and impulsive, that combination – more users, more weight‑loss users, and sharper cuts in snacking occasions – is a genuine structural headwind.​Why GLP‑1 is not an existential threatAs Mark Twain might say, the rumors of snacks’ demise have been greatly exaggerated. Yes, GLP‑1s are a real headwind, but they are not an existential threat and for good reason.The first reason is churn. A meaningful share of users do not stay on these drugs long term; well over half of non‑diabetic users discontinue within about a year as cost, side effects, or access convince them to throw in the towel. When they do, their grocery baskets drift back toward old patterns, with indulgent categories like candy, baked goods, and salty snacks often among the first to rebound. GLP‑1s suppress demand while people are on them, but they do not permanently erase the snacking occasion.GLP‑1s suppress demand while people are on them, but they do not permanently erase the snacking occasion​The second reason is that GLP‑1s are one of several volume headwinds, not the main event. Snack and packaged food companies are also wrestling with inflation, stretched wallets, post‑COVID behavior shifts, and demographics that all weigh on units. That’s why leading executives sound measured, not panicked. PepsiCo has emphasized that it sees more opportunity than threat, pointing to a portfolio where the majority of its U.S. food business is already in single‑serve formats that fit smaller appetites. Mondelez has suggested that even in a more extreme scenario, GLP‑1s would trim volumes by only a low single‑digit percentage over a decade – not ideal, but hardly existential.​​Lastly, exposure is highly uneven across regions and categories, which further undercuts the “snackpocalypse” narrative. U.S.‑heavy, indulgence‑centric players carry more GLP‑1 risk because they sell exactly what weight‑loss users are trying to cut: chips, candy, and other calorie‑dense treats. Global players with more revenue outside the U.S. and more diversified portfolios see a smaller direct hit and have more levers – price, mix, innovation – to absorb it.​Innovation will determine the winnersThis is not to say, “don’t worry, be happy” – quite the contrary. There is real work ahead for the snack food industry. Surviving and thriving in a GLP‑1 era will require a shift in mindset from how to sell more to how to stay in the basket when people eat less. Snack and packaged food companies don’t need a new playbook, but they do need to redeploy a familiar one. They have already navigated low‑fat, low‑carb, organic, non‑GMO, and “better‑for‑you” waves by innovating their way through disruption rather than denying it.Surviving and thriving in a GLP-1 era will require a shift in mindset from how to sell more to how to stay in the basket when people eat less.​We can already see that innovation muscle flexing. Brands are leaning into smaller packs and more single‑serve formats to match fewer snacking occasions and compressed appetites. They are expanding higher‑protein snacks for consumers who want to preserve muscle mass while losing weight, and higher‑fiber and gut‑health offerings to address constipation and digestive discomfort, through fiber‑forward snacks and prebiotic beverages. Hydration platforms – enhanced waters, electrolytes, and powders – are benefiting as GLP‑1 users cut back on alcohol and manage dehydration. Some companies are signaling that products are “GLP‑1 friendly” with new on‑pack callouts, while others are formulating entire lines tailored to the nutritional needs of GLP‑1 users, such as Nestlé’s Vital Pursuit frozen meals.In summary, GLP‑1s are part of a broader seismic shift in how Americans eat, not the end of snacking as we know it. They will cap volume growth for indulgent, calorie‑dense products, especially in the U.S., but they also create a sizable demand pool for snacks and meals that help users feel satisfied, nourished, and on track with their treatment. The brands that recognize this shift early and lean into innovation will be positioned to grow alongside a tripling of the weight‑loss cohort. Those companies that don’t risk ending up on the wrong side of this fault line.​_________________________________1 NIDDK overweight &amp; obesity stats (NHANES 2017–2018).2 KFF, “KFF Health Tracking Poll – May 2024: The Public’s Use and Views of GLP-1 Drugs,” May 9, 2024.3 KFF, “KFF Health Tracking Poll – May 2024: The Public’s Use and Views of GLP-1 Drugs,” May 9, 2024.4 The No-Hunger Games: How GLP-1 Medication Adoption is Changing Consumer Food Demand (December 27, 2024). Cornell SC Johnson College of Business Research Paper. GLP-1 and the snack sector: Disruptive trend, not existential threat | AlixPartners GLP‑1 is a real, growing headwind for snacks GLP‑1 drugs are driving a seismic shift in how Americans eat - and the U.S. snacking market]]></content>
    <published>2026-03-23T17:39:36Z</published>
    <updated>2026-10-01T02:35:42Z</updated>
    <link href="https://www.alixpartners.com/insights/102mndi/glp-1-and-the-snack-sector-disruptive-trend-not-existential-threat/" rel="alternate" />
    <author>
      <name>Randy Chapman</name>
    </author>
  </entry>
  <entry>
    <title>2026 Aerospace &amp; Defense Outlook</title>
    <summary>AlixPartners’ 2026 Aerospace &amp; Defense Outlook examines execution, supply chain resilience, AI-enabled operations, and profitability across the A&amp;D value chain.</summary>
    <id>urn:uuid:62fd6b1d-5f34-4567-8ed9-9da5cc34c17e</id>
    <content type="html"><![CDATA[Disruption, embraced The 2026 Aerospace and Defense Outlook A&amp;D’s nervous system is being reset for the once-in-a-generation demand surge. You need supply chain resilience to execute on the record order backlogs in the aerospace and defense industry. Bottlenecks abound, from fasteners to magnets and monuments, the flipside of buoyant demand has never been stronger. Tariffs and defense reforms add an extra dimension to the complex dynamic while AI-enabled tools offer opportunities to solve the challenges and opportunities created by new materials, military doctrines, and geopolitical threats. Design studios, factory floors, and the aftermarket have become strategic battlegrounds to support production ramp-ups across the commercial and defense sectors. AlixPartners’ 2026 Aerospace &amp; Defense Outlook series addresses the challenges facing the industry value chain: Program execution is central to expanding the footprint of the industrial base and requires stable funding and a reevaluation of contract structures and incentives. Delivery delays are reshaping the profitability of the commercial industry while defense grapples with the interplay of higher budgets and geopolitical uncertainty. The A&amp;D sector faces competition for resources from industrial end users embracing the boom in power and data centers Engine makers, aircraft lessors, maintenance shops, and small suppliers remain the gatekeepers of capacity. Production, agility, and quality have never been so important. AlixPartners is supporting the transformation. Operating models are being reset to leverage AI-enabled tools from design through production and sustainment. More resilient supply chains and technology, including software-enabled weapons and satellite manufacturing as well as new sustainment models. $2 trillion Commercial and military order backlogs continue to climb from record levels at the end of 2025 $270 billion The forecast annual space economy in 2030 400 jets Projected commercial widebody aircraft gap in 2030 From the factory floor to the frontline Our 2026 Aerospace &amp; Defense Outlook is split across the following chapters. Click through to learn more: Our Aerospace &amp; Defense practice Charting a course of sustainable growth requires a deep understanding of turbulence in the industry. Our teams bring an experienced and tactical skillset to help aerospace and defense companies navigate the disrupted landscape. 2026 Aerospace &amp; Defense Outlook | AlixPartners AlixPartners’ 2026 Aerospace &amp; Defense Outlook examines execution, supply chain resilience, AI-enabled operations, and profitability across the A&amp;D value chain.]]></content>
    <published>2026-03-23T00:00:00Z</published>
    <updated>2026-08-18T20:10:16Z</updated>
    <link href="https://www.alixpartners.com/insights/2026-aerospace-defense-outlook/" rel="alternate" />
    <author>
      <name>AlixPartners</name>
    </author>
  </entry>
  <entry>
    <title>Insights</title>
    <summary>Insights that empower bold decisions with trustworthy data, sharp analysis, and industry foresight</summary>
    <id>urn:uuid:c4d1a8c3-e0ca-413e-8412-e4e71c279aa1</id>
    <content type="html"><![CDATA[Insights We live in a world where disruption is constant. Disruption is the new economic driver. The 2026 AlixPartners Disruption Index, based on responses from over 3,200 senior executives across 11 countries and 10 industries, reveals a complex picture of moderating disruption across most industries and geographies, alongside emerging pockets of confidence and capability. Learn more about the impact of disruption on businesses How artificial intelligence (AI) will reshape the enterprise software industry The rapid improvement of generative and agentic AI tools is striking deep into every aspect of how enterprise software companies build, sell, and capture value. Our 2026 predictions report identifies the risks and opportunities of AI’s inevitable arrival, and suggests how organizations can prepare and respond. Learn about the critical dynamics reshaping the enterprise software landscape Eleventh Annual Private Equity (PE) Leadership Survey A&amp;D’s nervous system is being reset for the once-in-a-generation demand surge From fluctuating tariffs to regulatory shifts to geopolitical disruptions, building a resilient and adaptable supply chain is more critical than ever Expert insights from our leadership team AI agents shouldnt go where humans cannot see An exploration of the relationship between AI and Humanity, according to Co-CEO Rob Hornby. Boards need to rethink how they advise CEOs Co-CEO David Garfield on how the usual patterns of boardroom discussion have to evolve. AlixTalks with Simon Freakley Conversations with business and thought leaders about leading through, managing, and anticipating change in a global economy marked by accelerating disruption cycles. Explore trending topics Insights | When it really matters | AlixPartners Insights that empower bold decisions with trustworthy data, sharp analysis, and industry foresight]]></content>
    <published>2026-03-20T13:32:54Z</published>
    <updated>2026-04-03T14:16:32Z</updated>
    <link href="https://www.alixpartners.com/test-area/insights-test-2026/" rel="alternate" />
    <author>
      <name>AlixPartners</name>
    </author>
  </entry>
  <entry>
    <title>Rethink, retool, reprice: An agenda for software in the AI era</title>
    <summary>Recent headlines have framed Anthropic’s latest release as the trigger for a sudden crisis in enterprise software, but that misses the...</summary>
    <id>urn:uuid:300562db-6764-4e56-9930-4d55a70079bd</id>
    <content type="html"><![CDATA[Rethink, retool, reprice: An agenda for software in the AI era Recent headlines have framed Anthropic’s latest release as the trigger for a sudden crisis in enterprise software, but that misses the fact that the share prices of many leading software businesses had already been weakening versus leading indices, reflecting concerns about valuation, growth durability, and competition. Sentiment has shifted from viewing AI as a straightforward growth tailwind to recognising that its impact on enterprise software will be nuanced; it is likely to create both winners and losers as it compresses margins in some areas, disrupts pricing models, and potentially erodes traditional moats, while opening new opportunities elsewhere.A more grounded assessment of AI’s influence on the enterprise software sector requires the examination of several underlying dynamics to understand how industry leaders can influence the trajectory in their favour.First, incumbent software vendors still hold critical assets: customer trust, operational data, and an installed base of multi-year contracts. If they keep those customers satisfied, they have a meaningful runway to adapt – but time should not be mistaken for comfort.Second, although no-code platforms and AI assistants are likely to enable customers to build their own systems, most organisations lack the time, focus, and strategic clarity to do so at scale. Vendors that help enterprise buyers maintain that focus while clearly demonstrating value are more likely to earn long-term loyalty.Third, the magnitude of AI’s disruption will vary widely across domains. In some categories – those with highly standardised, repetitive workflows – AI systems may outright cannibalise incumbent offerings. For instance, consider basic case reviews of suspected fraud involving low-value transactions, which large financial institutions have outsourced and offshored: these reviews are performed by third parties, based on specific protocols and well-templated processes supported by case management software, which could be replaced by agentic AI. However, in other areas, particularly where workflows are complex, customised, and judgment-heavy, AI is more likely to augment than replace existing tools. In these cases, enterprise software providers must make strategic decisions about how to enhance the value of their offerings.Finally, economic reality will inevitably reassert itself. The current surge of AI investment cannot be sustained indefinitely without demonstrable returns. As the sector shifts more decisively towards monetisation, there may be an opportunity for established software providers with scale and durable customer relationships to become natural partners for AI challengers seeking to convert innovation into revenue. The agenda for enterprise software incumbentsSo, what should incumbents do? The answer lies in three parallel imperatives: integrate AI deeply, transform go-to-market approaches, and rethink pricing. While product integration is foundational, the most pressing commercial challenges lie in adapting how software is sold and monetised.1. Incorporate AI across product offeringsFundamentally, AI should become a pervasive component of the product offer, not a side feature. This must be absolutely aligned with customer priorities, be it efficiency (replacing or automating roles), effectiveness (improving throughput and decision quality), or both. The software sector has long been plagued by a “value gap” in which customers pay for features they rarely use. The disruption created by AI is an opportunity to shrink that gap, not widen it.The “make or buy” decision also looms large. Some vendors may build their own proprietary agents; others may curate ecosystems of third-party agents or white-label agents from cash-strapped start-ups to gain speed.2. Transform the go-to-market engineValue selling is likely to be accelerated with AI, as functional buyers seek tangible benefits beyond core software functionality. A renewed product-led motion could emerge, with providers offering discounted or free AI add-ons to demonstrate impact before fully monetising the value they create. We’re already seeing established software vendors move in this direction, such as HubSpot, which has launched a free AI Marketing Assistant. This will demand new skills, with a greater emphasis on demonstrating value through outcomes such as pilot-based proof, ROI calculators, and scenario modelling.Product-led sales motions may change how customers buy. A 2025 Gartner survey found that 61% of B2B buyers prefer a representative-free buying experience, favouring digital self-service. While this may reduce reliance on traditional sales roles for lower-complexity products, enterprise sales will remain essential where integration risk, compliance, or multi-stakeholder alignment is required. The nature of sales is likely to change more than the need for sales itself.Delivery models will also evolve. Successful AI adoption often requires workforce redesign and process re-engineering. This may lead to a shift in sales emphasis from new logos to customer success, ensuring that software is fully utilised and customer relationships are strengthened. It could also provide opportunities for partnerships, particularly with firms that bring operational and organisational expertise.3. Adapt pricing models to new realitiesThe potential implications of AI on enterprise software offerings will inevitably affect their pricing. In addition, AIs impact on traditional SaaS economics must be considered, particularly rising variable costs tied to inference and cloud usage, as well as the efficiencies it enables in software development. These may call for new pricing approaches that align with evolving cost structures and margins.Software pricing is evolving from price-per-seat to consumption-based and, more recently, to outcome-based models. The outcome-based model has a sound theoretical rationale for its application, as it aligns the value between the customer and vendor. However, for customers, it may be less predictable and more difficult to budget for. For vendors, too, it may be harder to implement. For instance, defining and measuring success is not always obvious and may present a real challenge for Customer Success teams and channel partners alike. These practical issues mean that hybrid models are likely to remain the preferred route for some time.Determining the right price unit is equally important: should customers pay per agent, per AI capability, per API call, or per chunk of compute (token)? Similarly, entry pricing strategies will be critical to encourage trial while protecting proprietary data and customer relationships from outside AI agents.Finally, all this feeds back into financial metrics. As variable usage replaces fixed subscriptions, metrics such as Annual Recurring Revenue (ARR) may lose some relevance. Investors and operators will need updated frameworks to measure and communicate growth, predictability, and underlying value creation in an increasingly usage-led world. We cover how valuation frameworks may develop in our recent 2026 Enterprise Software Technology Predictions Report. Concluding remarksAI will not destroy the enterprise software industry, but it is likely to redraw its economics and competitive boundaries. Incumbent software vendors still have meaningful advantages – customers, data, domain knowledge – but they can no longer rely on the old playbook. The imperative now is to align those strengths with the market forces reshaping the sector. The providers that systematically embed AI where it truly matters to users, reorient their go-to-market around demonstrable outcomes, and modernise pricing and metrics for a more usage-driven world will be best positioned to benefit as AI continues to evolve. Rethink, retool, reprice: An agenda for software in the AI era | AlixPartners]]></content>
    <published>2026-03-17T08:46:36Z</published>
    <updated>2026-10-01T02:35:46Z</updated>
    <link href="https://www.alixpartners.com/insights/102mn2p/rethink-retool-reprice-an-agenda-for-software-in-the-ai-era/" rel="alternate" />
    <author>
      <name>Marcello Bellitto</name>
    </author>
    <author>
      <name>Mihai Teognoste</name>
    </author>
    <author>
      <name>Andrea Bonato</name>
    </author>
    <author>
      <name>Arjun Arora</name>
    </author>
    <author>
      <name>Samuel Bigden</name>
    </author>
  </entry>
  <entry>
    <title>Tariffs, inflation, and supply risk: Rethinking procurement in an age of disruption</title>
    <summary>Tariff shocks, inflation, and supply instability have become defining features of the global operating environment. Over the past two...</summary>
    <id>urn:uuid:5f934f47-e9e0-4412-9acf-da23f2d70761</id>
    <content type="html"><![CDATA[Tariffs, inflation, and supply risk: Rethinking procurement in an age of disruption Tariff shocks, inflation, and supply instability have become defining features of the global operating environment. Over the past two years, even the most experienced procurement leaders have navigated disruption at a pace and scale that few could have anticipated. Geopolitical realignments and tariffs are redrawing trade flows in real time. Inflation is biting into margins that took years to build. Supply disruptions expose, in the most public and painful way possible, just how fragile single-source dependencies are. What makes this moment different is the divergence it creates. According to the 2026 AlixPartners Disruption Index, 82% of executives have already adjusted or are in the process of adjusting their supply chains in response to tariffs and geopolitical instability. The gap between those acting strategically and those reacting tactically has never been wider, and procurement sits at the heart of that divide.​ Tariffs: Leverage for those who move first The instinct when tariffs hit is to absorb the shock and hope conditions improve. That instinct is strategically wrong. The data is clear. Growth leaders are nearly twice as likely as laggards to view geopolitical conflict as an opportunity rather than a threat. Seventy-three percent of growth leaders have already found different suppliers and trading partners in response to tariffs, compared to just 34% of slower-growing companies. They are not renegotiating around the edges. They are fundamentally repositioning their supply base while competitors wait. Procurement teams walking into supplier conversations armed with competitive benchmarks, total-cost scenarios, and clear walk-away positions are finding commercial flexibility that simply did not exist before the disruption began.​ The ruling that creates a recovery opportunity On February 20, 2026, the U.S. Supreme Court delivered a landmark 6-3 ruling in Learning Resources, Inc. v. Trump, striking down all tariffs imposed under the International Emergency Economic Powers Act (IEEPA), finding that the statute does not grant the President authority to impose tariffs. Chief Justice John Roberts wrote that IEEPAs authority to regulate importation cannot be stretched to authorize taxation, a power reserved to Congress under Article I of the Constitution. The Penn Wharton Budget Model estimates that over $175 billion in tariff payments are now subject to potential refund claims. For procurement leaders, this creates an urgent, time-sensitive mandate: audit all IEEPA-related tariff payments made since 2025, identify the biggest exposures by category and supplier, and move quickly to secure any potential refunds. Importantly, the administration acted within hours by reinstating a 10% blanket tariff under Section 122 of the Trade Act of 1974 for 150 days. As a result, procurement teams must pursue historical clawbacks and renegotiate supplier contracts to align with the new, lower tariff baseline, while tracking any changes in the tariff situation. Inflation and the mandate for spend visibility Inflation has been the slow-moving crisis running parallel to tariff volatility and, in some ways, the more insidious of the two. It has seeped into everything: raw materials, logistics, energy, and labor. The AlixPartners Disruption Index confirms that 60% of U.S. executives cite inflation as a top challenge impacting their business over the past 12 months. Yet the AlixPartners CPO Executive Survey data reveals that procurement leaders are already responding: cost increases from suppliers over the past 12 months average 5–7% for most organizations, but leaders, the top-tier procurement functions are holding that to just 3–5% by applying a wider and more advanced set of mitigation levers beyond direct negotiation and RFPs. The difference is not luck. It can be credited to spend visibility, category intelligence, and the analytical muscle to act before cost pressures become unmanageable. Supply risk: From hard lessons to structural advantage The supply chain disruptions of recent years delivered one lesson with unmistakable clarity: concentration is a liability. The CPO Survey found that 75% of procurement executives highlight supply disruption risk as the top external factor influencing their strategies. In direct response, 70% are actively working toward some level of reshoring, with half expecting to reshore 30% of their offshored volumes. These are not aspirational targets; they are operational commitments being executed right now. The AlixPartners Disruption Index survey reinforces why: Growth leaders who invested in supply chain redesign, qualified new suppliers, and built alternative production footprints are already seeing reduced disruption exposure. Only 34% of these organizations now cite supply chain management as an increasing challenge, down sharply from 49% just a year ago. With heightened geopolitical risks across the Middle East and potential disruption to the Strait of Hormuz, we may see renewed pressure on global supply chains driven by fuel price volatility and escalating shipping costs. Procurement’s strategic inflection point Here is the broader point every CPO should be making loudly inside their organization right now: this moment is procurements proof of concept. The CPO Survey found that almost half of procurement executives cite digitization as their primary value lever, with ambitious goals to digitize up to 70% of procurement processes by 2027. Yet only 5% of organizations have fully deployed AI across procurement processes, with most still piloting or planning. The functions that close that gap fastest by building the spend analytics, supplier risk intelligence, and AI-enabled category management capabilities that leaders already exhibit will be the ones that emerge from this period, permanently redefined. Not as cost-cutters. As value creators.​ As instability in the Middle East disrupts energy markets and key shipping routes, supply chains are once again facing heightened volatility. In times of disruption, the distinction between companies that react and those that lead becomes clear. This is when procurement moves beyond a support role to become a true strategic lever driving resilience and growth. Tariffs, inflation, and supply risk: Rethinking procurement in an age of disruption | AlixPartners]]></content>
    <published>2026-03-04T20:10:06Z</published>
    <updated>2026-10-01T02:35:57Z</updated>
    <link href="https://www.alixpartners.com/insights/102mlz0/tariffs-inflation-and-supply-risk-rethinking-procurement-in-an-age-of-disrupti/" rel="alternate" />
    <author>
      <name>Catherine Nekavand</name>
    </author>
    <author>
      <name>Abhi Goel</name>
    </author>
  </entry>
  <entry>
    <title>Defense joint ventures as strategic industrial assets</title>
    <summary>Why governance, data, and the operating model now decide who controls critical capability  Joint ventures (JVs) in defense are shifting...</summary>
    <id>urn:uuid:3d2c346f-b542-4eb6-8c21-646fa8e59a1e</id>
    <content type="html"><![CDATA[Defense joint ventures as strategic industrial assets Why governance, data, and the operating model now decide who controls critical capability Joint ventures (JVs) in defense are shifting from occasional vehicles for market entry or offset delivery to becoming part of the core industrial architecture that determines who controls critical capability, data, and political access. For a defense OEM C‑suite, the question is now less Should we do a JV? and more Which capabilities must we be willing to co‑own, under what control logic, and how do we keep optionality in a volatile world?In this environment, the decisive battleground is increasingly the operating model—how people, data, and decisions come together through shared digital tools and AI‑enabled ways of working—rather than the legal structure alone. JVs that do not get this right risk hard‑coding structural and digital constraints into the future industrial base. Historic role of JVs in defenseHistorically, defense JVs have been used to accelerate access to new geographies, satisfy local content, and offset rules, and share cost and risk on large, politically sensitive programs. Classic examples include pan‑European platforms (Eurofighter Typhoon, NHI, MBDA) where JVs and multi‑national structures underpinned workshare, technology pooling, and export reach.The underlying logic was largely static: long program cycles, predictable national defense policies, and relatively clear boundaries between civil and military technology. In this environment, many JVs were designed once, then left to operate for decades with limited re‑engineering of governance, data, or operating models. Classic pitfalls The recurring failure modes in defense JVs have been well‑documented, but in todays environment they have become existential rather than procedural.Key historic pitfalls (still relevant, but more dangerous now):Starting with the obvious partner before defining the precise strategic objective, leading to misaligned incentives and constrained future M&amp;A options.Over‑indexing on legal structure and economics, under‑investing in governance, decision rights, and escalation mechanisms, creating deadlock on capital, technology, and export decisions.Politically driven workshare that fragments engineering, supply chain, and support, increasing cost and eroding performance—in turn making change painfully slow.Cultural friction between parent organizations (pace, risk appetite, compliance stance) that undermines program execution and safety or ethics standards.No clear evolution or exit logic, so aging JVs become barriers to portfolio reshaping when strategies, regulations, or threat pictures change.In a world of contested technologies, FDI screening, and sanctions, these pitfalls translate quickly into regulatory breaches, export blockages, or loss of access to critical markets and funding. Whats changed: JVs in a dynamic geopolitical landscapeToday, defense JVs sit at the intersection of sovereignty, disruptive technology, and intense scrutiny of cross‑border control.Key shifts that change the JV calculus: Sovereignty and FDI regimes: European and allied regimes now tightly police foreign ownership, technology transfer, and dual‑use components; JVs are often the only politically acceptable way for non‑domestic OEMs to secure market access while meeting local control expectations.Faster tech cycles: Defense technology (drones, counter‑UAS, AI, space, and cyber) moves far faster than traditional platform cycles, forcing the formation of JVs with start‑ups, digital players, and non‑traditional investors where governance and IP control are harder.Industrial resilience: Governments want redundancy and surge capacity, pushing primes to co-invest in regional capacity via JVs rather than rely on extended global supply chains.Data and AI as battlegrounds: The real power in many JVs now lies in who owns and can exploit operational, program, and lifecycle data, enabling AI‑driven planning, sustainment, and optimization that neither parent can easily replicate alone. As a result, the most strategically exposed capabilities—integrated air and missile defense, combat air, advanced munitions, secure C2, and AI‑enabled ISR and autonomy—are increasingly likely to sit in JV or JV‑like collaborative structures by design. What good now looks like The frontier JVs in defense look quite different from legacy constructs: They are designed around operating models, data, and optionality, not just equity splits.A contemporary illustration is the 50/50 joint venture announced by Leonardo and Rheinmetall in 2024 to industrialize and commercialize Italys next‑generation main battle tank, aligning national sovereignty, European cooperation, and industrial renewal while remaining subject to EU competition and export‑control scrutiny. Similarly, new joint ventures in counter‑UAS, such as the planned Indra–Escribano JV for advanced C‑UAS and directed‑energy systems, show how JVs are now being used to integrate complementary technologies, deliver sovereign effects, and respond to live battlefield lessons at speed.In all cases, the real integration test is less about nominal workshare and more about whether partners can operate on a single, trusted digital backbone—shared design, program, and sensor‑fusion environments with one view of performance, risk, and readiness.Characteristics of high‑performing next‑generation defense JVs: Clear strategic thesis: Explicit on which capabilities and data sit inside the JV, why JV beats prime‑sub or alliance, and what success means for each parent and for governments.Deliberate partner choice: Selection based on complementary capability, market access, and political fit, not just brand or short‑term gap filling.Integrated, AI‑ready operating model: One set of critical processes (program control, engineering, supply chain, or in‑service support) supported by a single source of truth for data, with joint centers of excellence and shared digital platforms that make AI applications scalable rather than experimental.Governance tuned to speed and risk: Clear decision rights, calibrated reserved matters, and proactive risk and ethics oversight that meet the highest‑standard regulator in the chain.Built‑in evolution paths: Defined triggers for re‑basing workshare, adjusting scope, or exiting/combining, so the JV can move as fast as the threat and political environment. Digital ways of working as the real integration test In modern defense JVs, the real integration test is no longer just workshare or legal control; it is whether the parents can operate off a single, trusted digital backbone. That means shared program tools, a common data model, and harmonized KPIs that give both boards and customers one view of cost, schedule, risk, and readiness.Because JVs must combine different organizations, security regimes, and engineering traditions, the operating model only works if it is underpinned by deliberate, shared digital choices. The most effective ventures start by designing a single source of truth for technical, commercial, and in‑service data, then layering shared digital platforms over parent systems to provide real‑time visibility. This allows AI to be applied to risk‑based program control, predictive maintenance, and disruption sensing in the supply chain—benefits neither parent can easily achieve alone. Where this does not happen, duplicated systems, incompatible data standards, and conflicting decision rights become hard‑wired, permanently capping performance. This inevitably creates a more fluid, rather than static, environment in which IP ownership must be shared more flexibly. In the defense sector—where companies may be partners in one context and competitors in another—this demands a fundamental shift in traditional behaviors, but done well could lead to faster and more advanced IP than either party would develop individually.AlixPartners has distilled key lessons and synthesized them into a check list for C-suite teams below, as well as devised a playbook to deliver fast-track successful JV implementation. AlixPartners C‑suite JV checklist for defense OEMs1. Strategy and scopeIs there a one‑sentence JV thesis (capability, market, political outcome) that clearly beats prime‑sub, alliance, or acquisition?Have we clearly ring‑fenced what IP, data and capabilities go into the JV—and what must stay under sole control?Does this structure improve, not constrain, our ability to reshape the portfolio in 5–10 years?2. Partner and politicsDo partner incentives stay aligned across success, delay, overruns, and sanctions or export shocks?Are key governments, FDI/export‑control authorities, and customers comfortable with ownership, control, and data location from day one?Can we live with our partners culture on speed, compliance, ethics, and risk when things go wrong?3. Operating model and dataIs there a designed, end‑to‑end operating model (not two parent processes bolted together) for program, engineering, supply chain, and support?Will the JV operate on a single, secure data model with clear ownership, access, and cyber rules, enabling real AI use cases (i.e., in schedule control, sustainment, and supply‑chain resilience) and organizational flexibility?Are we funding joint tools and centers of excellence rather than recreating both parents inside the JV?4. Governance and riskAre decision rights and reserved matters tight enough to avoid deadlock but strong enough to protect mission‑critical and ethical risks?Do boards, committees, and reporting satisfy the toughest applicable regulator and customer?Is there a tested playbook for security incidents, compliance failures, and conflicting national instructions?5. Economics and exitDo risk, capital, and upside still look fair under downside scenarios, not just the base case?Are management incentives tied to JV value (availability, capability, cost, cash) rather than parent P&amp;L gaming?Are review points, reshape triggers, and exit routes (buy‑out, sell‑down, merger, wind‑down) realistic without jeopardizing sovereign capability? In the next decade, the winners in defense are likely not to be those who simply form joint ventures, but those who deliberately design their future business around them. For a deeper conversation about the challenges and solutions associated with this topic, contact:Eric BernardiniExecutive Partner &amp; Managing Director, Aerospace, Defense, and Airlinesebernardini@alixpartners.comStefan OhlGlobal Co-Leader, Aerospace, Defense, and Airlinessohl@alixpartners.com David WiremanGlobal Co-Leader, Aerospace, Defense, and Airlinesdwireman@alixpartners.com Contact the authors:Diane ShawPartner &amp; Managing Directordshaw@alixpartners.com Sita SontyPartner &amp; Managing Directorssonty@alixpartners.com Harry MalinsPartnerhmalins@alixpartners.com Defense joint ventures as strategic industrial assets | AlixPartners Why governance, data, and the operating model now decide who controls critical capability Joint ventures (JVs) in defense are shifting]]></content>
    <published>2026-02-26T05:53:07Z</published>
    <updated>2026-10-01T02:36:21Z</updated>
    <link href="https://www.alixpartners.com/insights/102mkfk/defense-joint-ventures-as-strategic-industrial-assets/" rel="alternate" />
    <author>
      <name>Diane Shaw</name>
    </author>
    <author>
      <name>S. Sita Sonty</name>
    </author>
    <author>
      <name>Harry Malins</name>
    </author>
  </entry>
  <entry>
    <title>Good disruption: Chinese retail’s opportunity mindset in 2026</title>
    <summary>China’s shoppers are pulling back, and the market is braced for weaker demand—but five emerging trends reveal a retail sector intent on...</summary>
    <id>urn:uuid:661b7c93-a039-4a29-aaea-837fc13437f4</id>
    <content type="html"><![CDATA[Good disruption: Chinese retail’s opportunity mindset in 2026 China’s shoppers are pulling back, and the market is braced for weaker demand—but five emerging trends reveal a retail sector intent on growth, not mere survival.At first glance, China’s retail landscape in 2026 looks like a punishing place to do business. Consumers have swung from outlier optimism in 2025 to a clear spending pullback. Executives in China report some of the highest levels of disruption anywhere, with retail among the sectors hardest hit, according to the 2026 AlixPartners Disruption Index. Yet, for all the churn, retailers are leaning into opportunity rather than anxiety. Here, we unpack that mentality and highlight the key strategy resets that leading players are already putting in place to pull ahead. 1. Competing on value, not race-to-the-bottom discounts AlixPartners’ Global Consumer Outlook (GCO) 2026 shows Chinese consumers entered 2026 in a cautious, cost-conscious frame of mind. Households are tightening budgets and scrutinizing every purchase to ensure it feels “worth it”. The pattern is intentional frugality: shoppers will still spend on health, experiences and small luxuries, but expect clearer value in return. Far from being daunted by softening demand, more than 70% of Chinese retail executives say this shift in consumer behavior represents an opportunity. Rather than reach for broad price cuts, they are taking a hard look at value propositions. In categories where spending is resilient—especially FMCG and health and wellness—vague brand equity will no longer cut it, so the task is to sharpen mid- and premium tiers so that price ladders feel coherent and justified by performance, service or experience. At the same time, retailers are easing back in discretionary non-food and big-ticket categories where shoppers are most likely to trade down, delay, or do without. Offers are also becoming more city-tier specific: lower prices and everyday essentials in lower-income areas, and experience-led formats, stronger services, and premium assortments for more affluent urban centres. The aim is less to conjure new demand than to serve existing demand better by matching local definitions of value. 2. Designing journeys for the “split-screen” consumer With propositions reset, the next challenge is to make that value intelligible in the trip itself. Consumers are running dual-track baskets: deal-hunting on staples while trading up in selected areas. The pattern is most visible in beauty and personal care, food and beverage, and experience-led categories, where modest upgrades offer accessible rewards when major purchases are put on hold. Because these treats are the pressure valve for cautious budgets, customer journeys need to reflect “split-screen” trade-offs by making it easy to save on basics, while also clearly signposting “upgrade” options in stretch categories. That, in turn, means treating categories differently. Staples need clear value, simple price communication, and frictionless replenishment; the emotion-led parts of the offer call for better storytelling, stand-out products and service or experience layers that earn the price point. Mastering this “save here, spend there” choreography is key to capturing share in a tighter market. 3. Scaling domestic strength—at home and abroadHomegrown players are entering 2026 with new confidence. In recent years, local champions have begun to outperform global brands—from beauty and fashion to F&amp;B and electric vehicles—combining sharper prices with a better read on Chinese tastes. The likes of Li Auto, Luckin and Mixue are emblematic: modern, aspirational brands that are significantly cheaper than global rivals, yet still feel “premium enough”. What really sets them apart is how they execute. Whether selling hybrid cars or grab-and-go drinks, domestic players have moved faster in localizing flavors, formats, and marketing narratives; honed their social and e-commerce operations to build visibility at much lower cost; and invested in distribution in lower-tier cities that foreign brands struggle to serve. They are also pushing into high-end products: challenging long-entrenched global luxury giants with a barbell strategy that combines entry-price accessibility with credible upscale offers. The prestige halo of foreign labels is beginning to fade, as consumers gravitate to brands that feel rooted in their culture. With better value, stronger local relevance, deeper distribution and a decisive push upmarket, leading domestic brands look set to use 2026 to consolidate and scale. Critically, this is no longer just a domestic story. As consumers worldwide become more value-driven, looking for products that combine sharper pricing with strong perceived quality, the “affordable premium” propositions perfected in China travel more easily. FMCG and auto, strong on rapid innovation and digital-first go-to-market know-how, look particularly well placed to expand at pace. 4. Doing deals for capabilities, not just scale Chinese retail leaders tell us that disruption is pushing them to rethink business and operating models—not just tweak customer-facing features. M&amp;A is becoming the main engine of internal transformation, with smaller bolt-ons giving way to bigger, more strategic moves. 75% of Chinese retail executives expect to pursue transformational deals in the next twelve months, acquiring portfolios, capabilities, and footprints that would take years to build organically. The tougher domestic backdrop, combined with portfolio pruning by local and global players, is creating rare opportunities to buy desirable brands and platforms at sensible prices. The most attractive targets are those that open doors to faster-growing niches, grow presence in resilient “everyday” categories, strengthen sourcing and supply-chain control, or bring in data and analytics capabilities that can be scaled across a broader network. Many businesses are also eyeing vertical integration to accelerate time-to-market, secure vital inputs, and lock in cost advantages. Balance-sheet expansion is nothing without integration discipline: folding acquisitions into a coherent operating model, joining up operations effectively, and making assets pay off in service and results. In a tough market, leading players recognize that a patchwork of overlapping banners is a liability, not a strategy. 5. Putting AI to work on the frontline Nearly 90% of Chinese retail leaders are optimistic about AI’s impact, and most have increased AI and data investment versus last year. Capital is shifting from exploratory pilots to embedding AI into the operating model, particularly in use cases that steer frontline decisions: pricing and promotions, assortment curation, demand forecasting, inventory and replenishment, and churn prediction. Vertical integration moves that bring more of the value chain in-house are also generating richer, cleaner datasets, making AI applications more powerful and easier to scale across networks. While some businesses are still investing defensively, buying in technology to “stay in the game” without a clear application, forward-thinking retailers are narrowing their focus to a handful of high-impact use cases that can move the P&amp;L, even if they don’t warrant a press release. 2026 looks less like a year for headline-grabbing AI makeovers and more like diligent AI spadework.Taken together, these shifts are resetting the terms of competition in Chinese retail. The market may be flatter, but it still offers meaningful headroom for businesses prepared to rethink how they create value, which customer segments they prioritize, and which capabilities they must own versus partner for. The winners will be businesses that turn “good disruption” from an attitude into an operating agenda, and use it to capture growth and profit in 2026 and beyond. Good disruption: Chinese retail’s opportunity mindset in 2026 | AlixPartners]]></content>
    <published>2026-02-24T09:19:37Z</published>
    <updated>2026-10-01T02:36:26Z</updated>
    <link href="https://www.alixpartners.com/insights/102mk5l/good-disruption-chinese-retails-opportunity-mindset-in-2026/" rel="alternate" />
    <author>
      <name>Lisa Hu</name>
    </author>
  </entry>
  <entry>
    <title>Tech 10 – Episode 10: Realising value in disruption: Technology, AI and Cyber in 2026</title>
    <summary>The Tech 10 video series explores the key questions driving technological change and innovation today.  Here, we bring the future of...</summary>
    <id>urn:uuid:708cdce2-7d57-49f7-a460-b976db52ed6d</id>
    <content type="html"><![CDATA[Tech 10 – Episode 10: Realising value in disruption: Technology, AI and Cyber in 2026 The Tech 10 video series explores the key questions driving technological change and innovation today. Here, we bring the future of technology to the forefront of the boardroom agenda, homing in on the trending topics – from AI to tech modernisation, cybersecurity and privacy to data foundations.To help business leaders shape a competitive advantage, we share insights from industry experts, colleagues, clients, and real-world case studies to redefine how technology in its many forms is being harnessed as a driver of growth, innovation, and resilience. In our first episode of 2026, Catherine Brien, Clive De Silva, Beth Musumeci, and Oli Freestone explore the stories emerging from the 7th Annual Disruption Index, and unpack executive sentiment towards the opportunities and threats for the year ahead in cyber, AI, and technology more broadly. You can also watch all episodes from our Tech 10 hub page. Tech 10 – Episode 10: Realising value in disruption: Technology, AI and Cyber in 2026 | AlixPartners The Tech 10 video series explores the key questions driving technological change and innovation today. Here, we bring the future of]]></content>
    <published>2026-02-23T08:50:06Z</published>
    <updated>2026-10-01T02:36:27Z</updated>
    <link href="https://www.alixpartners.com/insights/102mk0g/tech-10-episode-10-realising-value-in-disruption-technology-ai-and-cyber-in/" rel="alternate" />
    <author>
      <name>Clive De Silva</name>
    </author>
    <author>
      <name>Beth Musumeci</name>
    </author>
    <author>
      <name>Catherine Brien</name>
    </author>
    <author>
      <name>Oli Freestone</name>
    </author>
  </entry>
  <entry>
    <title>China is rewriting luxury’s rules — global luxury players face a market that no longer wants to follow</title>
    <summary>For more than a decade, China has stood as the gravitational center of the global luxury industry, oscillating between the world’s first...</summary>
    <id>urn:uuid:afb3c83b-9857-435f-a262-1443dec0bd42</id>
    <content type="html"><![CDATA[China is rewriting luxury’s rules — global luxury players face a market that no longer wants to follow For more than a decade, China has stood as the gravitational center of the global luxury industry, oscillating between the world’s first and second largest market[1]. The country’s rapid expansion during the pandemic years created a sense of inevitability: Chinese luxury demand was relocated within Chinas borders, consumers were trading up, global brands were scaling aggressively, and China appeared to be on a one‑way trajectory toward ever‑greater luxury dominance.However, as the industry emerges from the post‑COVID boom, the story is shifting. Growth is slowing, competition is intensifying, and the market is no longer passively absorbing global luxury codes. Instead, China is beginning to redefine them.One of the most transformative forces reshaping the landscape is the sudden rise of local luxury champions. This is no longer a story about imitators or fast-fashion copies; it is a moment defined by brands blending cultural heritage, artisanal revival, and modern aesthetics to create a uniquely Chinese expression of luxury. Songmont in leather goods, Laopu Gold in fine jewelry, and Mao Geping in beauty illustrate how quickly local players are scaling—and how drastically they are reframing consumer expectations. Songmont, for instance, recorded more than 90% online sales[2] growth during the first three quarters of 2025, outpacing Western competitors by an astonishing margin. Laopu Gold multiplied its revenues sevenfold between 2022 and 2024 to reach €1.1 billion[3], while Mao Geping doubled its business in just three years, hitting €500 million.[4]Part of their success lies in embracing “Guochao”[5]— the movement celebrating Chinese heritage, symbolism, and cultural confidence. Instead of reproducing Western aesthetics, these brands reinterpret luxury through local culture. Laopu Gold’s iconography, from gourds and dragons to Taoist motifs, draws directly from historical symbols of auspiciousness. Its products rely on handcrafted techniques once reserved exclusively for imperial workshops. This is a profound shift: Chinese consumers are no longer seeking to buy into Western narratives of luxury; they are increasingly drawn to luxury that reflects their own heritage in ways global brands have often struggled to authentically express.Despite this, global leadership has by no means been replaced[6]—especially at the very top of the luxury pyramid. China’s luxury market spans a wide spectrum from true high luxury to premium and accessible luxury, often at significantly more approachable price points. Western maisons still dominate in high-end beauty, for instance, even as high-quality C‑Beauty players like Proya rapidly climb the premium and accessible segments. In leather goods, the disruption remains concentrated in the lower tiers: Songmont, for all its momentum, operates at price points between $300 and $900[7], far below the prices commanded by the major European houses. Its growth is largely driven by e‑commerce, not by a retail footprint that matches the experiential power of established global brands.Fine jewelry stands as the notable exception. Here, local champions are genuinely competing at the top. Laopu Gold has adopted a fixed-price approach—unlike legacy jewelers such as Chow Tai Fook, who still rely heavily on gold‑weight pricing—and its margins can reach an impressive 42%[8]. Its sales are driven primarily through retail stores, not online, mirroring the model of international luxury jewelers and signalling a level of maturity unmatched in other categories. All of this is unfolding against a backdrop of market contraction. The Chinese luxury sector declined by an estimated 18 to 20% in 2024[9], nearly reverting to 2020 levels, and is expected to remain flat throughout 2025. Local brands are expanding precisely as the market is shrinking, leading to direct cannibalization—especially within premium and accessible luxury tiers. Consumers who once might have traded up into international brands are now finding culturally resonant alternatives at home.Yet the local surge remains largely domestic. Chinese brands have not yet established a strong presence beyond Asia. Their international expansion is selective and experimental. Laopu Gold is expected to open in Tokyo in 2026, while Songmont tested Western reception with pop‑up stores in Paris in 2024 and 2025. Beyond these controlled ventures, there is no clear blueprint—or proven success—of Chinese luxury brands scaling across Western markets. The next few years will determine whether their cultural specificity can translate into global relevance.For international players, this new environment calls for a recalibration of strategy. China is gradually moving away from its long‑held “value‑for‑money” reputation and advancing toward pricing and positioning that align more closely with global standards. That shift places greater pressure on global brands to justify their premiums through craftsmanship, cultural sensitivity, and meaningful differentiation. The days when a global logo alone could command desirability are fading.More fundamentally, global maisons must rethink how they engage with Chinese culture. The rise of Guochao is not a cyclical trend but an enduring transformation in consumer identity. What is emerging is a China that no longer simply receives luxury narratives but creates them. Even though global brands still hold the high ground in many categories and local players have yet to prove their global resilience, the dynamics have changed. China is no longer the student in luxury; increasingly, it is becoming a co‑author of the rules. The challenge for global players is no longer just to grow in China—it is to evolve with it. [1] https://www.statista.com/topics/1110/global-luxury-goods-industry/#topicOverview[2] https://kr-asia.com/as-western-luxury-slows-chinese-brands-like-songmont-set-the-new-standard[3] https://jingdaily.com/intels/2025-07/08/laopu-gold-targets-usd139m-per-store-revenue[4] https://jingdaily.com/posts/behind-mao-geping-s-meteoric-rise-key-risks-looms[5] https://www.chine-info.com/static/content/french/2025-05-12/1369731688167137280.html[6] Largest luxury brands (Louis Vuitton, Hermes, Chanel) annual revenues estimated between €15-20 billion each, way above cited examples of Chinese brands[7] Publicly available e-commerce prices[8] https://jingdaily.com/posts/laopu-gold-the-jeweler-worth-queuing-for[9] China enters new normal for luxury market with flat sales expected in 2025, report says By Reuters China is rewriting luxury’s rules — global luxury players face a market that no longer wants to follow | AlixPartners]]></content>
    <published>2026-02-19T09:37:36Z</published>
    <updated>2026-10-01T02:36:30Z</updated>
    <link href="https://www.alixpartners.com/insights/102misu/china-is-rewriting-luxurys-rules-global-luxury-players-face-a-market-that-no-l/" rel="alternate" />
    <author>
      <name>Olivier Abtan</name>
    </author>
  </entry>
  <entry>
    <title>Technology governance: ground rules and common ground</title>
    <summary>As technology reshapes industries and rewires operating models, governance has become a strategic concern for leadership teams.​ Part two...</summary>
    <id>urn:uuid:964f75b3-37e8-4b4f-823b-da95d314b237</id>
    <content type="html"><![CDATA[Technology governance: ground rules and common ground As technology reshapes industries and rewires operating models, governance has become a strategic concern for leadership teams.​ Part two of our Technology Governance series explores why even the best-designed governance structures fall short without the right behaviors to support them.Based on findings from 750 business and technology executives, the article identifies three behavioral pillars that set successful organizations apart: Mutual trust between business and IT, shared accountability for technology outcomes, and a common financial language that anchors decisions in enterprise value.​ Read the practical roadmap for translating governance from a compliance exercise into a mechanism for bold, value-centric decision-making here: Technology governance: ground rules and common ground | AlixPartners]]></content>
    <published>2026-02-18T18:41:06Z</published>
    <updated>2026-10-01T02:36:31Z</updated>
    <link href="https://www.alixpartners.com/insights/102misd/technology-governance-ground-rules-and-common-ground/" rel="alternate" />
    <author>
      <name>Paula Walworth</name>
    </author>
    <author>
      <name>Darin Woolwine</name>
    </author>
  </entry>
  <entry>
    <title>From hype to imperative: AI, quantum, and cybersecurity take center stage at Davos 2026</title>
    <summary>The 2026 World Economic Forum in Davos made one reality unmistakably clear: artificial intelligence, cybersecurity, and quantum...</summary>
    <id>urn:uuid:cdaadb82-b7e9-4fdc-aa21-37ba5626f8e3</id>
    <content type="html"><![CDATA[From hype to imperative: AI, quantum, and cybersecurity take center stage at Davos 2026 The 2026 World Economic Forum in Davos made one reality unmistakably clear: artificial intelligence, cybersecurity, and quantum technologies have moved from emerging topics to essential pillars of global economic stability and competitive advantage. This year’s discussions, particularly within the AI House and quantum‑focused panels, highlighted a decisive convergence of technology, governance, and leadership. The message from global leaders, policymakers, and technologists was unified: The pace of innovation demands equally rapid alignment in security, ethics, and readiness.Artificial intelligence takes center stageThe AI House hosted some of the most consequential dialogues of the week. Across sectors, executives, policymakers, and technologists aligned on a common theme: AI must be human‑centric, governed responsibly, and secured at every layer. Leaders recognized that with the pace of AI adoption, it is important to build the infrastructure and trust to deploy technologies at scale without amplifying risk. As quickly as AI is being built, threat actors are similarly exploiting generative AI for scalable attacks. Enterprises are facing growing pressure to implement scalable, trustworthy, and well‑governed systems.Cybersecurity, accordingly, sat at the center of nearly every AI conversation. As AI models become deeply embedded across operations, such as the expansion of communications across boundaries, the attack surface expands dramatically. Organizations are now grappling with challenges such as model poisoning, prompt‑based vulnerabilities, data leakage, and the need to continuously monitor automated decision systems. Davos participants highlighted the expectation that the responsible, risk-based deployment of AI is integral to maintaining trust and accountability at scale, as well as boosting competitiveness.One of the most anticipated Davos moments was the unveiling of the Global Responsible AI Compliance &amp; Ethics (GRAICE) framework, poised to become a framework enabling humanity to thrive with Artificial Intelligence. GRAICE provides an operating model for ethical, compliance, and human-centric AI (Global Council for Responsible AI | GCRAI - Ethical AI Governance).Quantum moves from theory to a swift realityQuantum technology also featured prominently, with panels highlighting that quantum is transitioning from theoretical research to practical, real‑world applications. For example, quantum sensors were mentioned for use in hospitals for patient monitoring, with even IBMs CEO stating that commercial quantum use could be as early as 2026 or 2027 (Davos: Waiting on quantum computing is not an option | CIO).Quantum was also mentioned from a cybersecurity perspective, with worries of the “quantum divide,” where only 24 of 193 UN member states have a quantum strategy. This is troubling because of the potential impact of quantum attacks, such as the ability to break today’s public-key cryptography in minutes. Similar to the Y2K scare in the 1999 to 2000 transition, “Q‑Day,” the moment when quantum computers can break classical encryption, remains an undefined but inevitable milestone. Companies were urged to begin quantum readiness now through cryptographic inventorying, adoption of post‑quantum algorithms, and planning for data exposed to “record now, decrypt later” threats. Insights on artificial intelligence readinessMultiple core themes arise from AI discussions in Davos: scalability, reliability, and oversight. AI, like most prior technological waves, follows an adoption process and curve. There are trailblazers who adopt technologies quickly, paving the way for implementation, and governmental agencies that retroactively attempt to govern technology amid a quick rollout. Here are some of the top takeaways related to AI:Ensure a business-wide AI framework is established, accounting for compliance changes that may emerge (e.g., the EU AI Act, California SB 53, the Transparency in Frontier Artificial Intelligence Act). This includes a formal intake, a defined policy set, and even instituting AI champions within the organization to ensure AI is deployed securely, compliance is met, and may be scaled to new AI implementations.Create and enforce the AI secure lifecycle so that AI within the organization is backed by appropriate requirements, design, threat modeling, validation, and monitoring procedures. This allows datasets to be governed by controls and outputs to be validated, reducing harm to both the business and its users.Develop an AI risk management plan and tie it to the enterprise risk management framework. Not all AI developments may substantially benefit the business. Addressing the use and scope of AI, along with the types of users, may reveal scenarios where risks outweigh benefits, but also yield massive value in others.Create community forums that bring together internal AI stakeholders and peers from other organizations to foster cross-sector collaboration and generate actionable insights to guide the development and scaling of AI frameworks and processes.Insights on quantum readinessOrganizations should consider the quantum threat posed by the types of data they hold. This includes the definition of a quantum readiness strategy that includes the following:Inventory and encryption around sensitive data held within the organization, along with tying business dollar values to data elements. All data should have a clear data owner who understands the value of the data and the risk to the organization in the event that the data is leaked. Review vendors that may support acceleration of the transition to Quantum and Quantum-Safe security. This includes collecting and researching the inventory of avenues that facilitate transmission across the organization (e.g., endpoints, applications, libraries, certificates, network components).Plan to implement post-quantum cryptography: Initiate conversations with vendors of products that process high-value information to plan for supporting quantum-resistant cryptography. Technical system and risk owners for both enterprise and bespoke IT should begin financial planning to update their systems to use post-quantum cryptography, so upgrades can be planned to occur within technology refresh cycles and implementation. Key takeawaysFor leaders and operators alike, the message from Davos was decisive: AI and quantum innovation will define the next era of economic performance and geopolitical alignment—but only if matched with strong cybersecurity, ethical governance, and inclusive leadership. Organizations that invest now in secure, responsible, future‑proofed technologies will be best positioned to thrive amid the accelerating disruption ahead.We are committed to supporting artificial intelligence and quantum as businesses adapt to these rapid changes. AlixPartners works with senior leaders across organizations using a risk-based approach to identify the most critical assets and data to the business and evaluate the key controls that need to be implemented. A QuickStrike® assessment of the cybersecurity program is a helpful way for organizations to understand their critical assets and key control gaps, enabling targeted investment in security. If you would like to discuss our QuickStrike® assessment or learn more about the path forward in AI and Quantum security, please contact one of our experts. From hype to imperative: AI, quantum, and cybersecurity take center stage at Davos 2026 | AlixPartners]]></content>
    <published>2026-02-13T18:47:06Z</published>
    <updated>2026-10-01T02:36:36Z</updated>
    <link href="https://www.alixpartners.com/insights/102mif6/from-hype-to-imperative-ai-quantum-and-cybersecurity-take-center-stage-at-davo/" rel="alternate" />
    <author>
      <name>Megha Kalsi</name>
    </author>
    <author>
      <name>Edward Chua</name>
    </author>
  </entry>
  <entry>
    <title>The end of the smartphone era? How to prepare for the next paradigm of personal computing</title>
    <summary>Since the launch of the iPhone in 2007, smartphones have remained the dominant personal computing device despite waves of innovation via...</summary>
    <id>urn:uuid:cfa6f916-2729-4b19-885a-250d48056cd8</id>
    <content type="html"><![CDATA[The end of the smartphone era? How to prepare for the next paradigm of personal computing Since the launch of the iPhone in 2007, smartphones have remained the dominant personal computing device despite waves of innovation via new form factors. Some of these have pushed the boundaries of the smartphone category (e.g., phablets” and foldables) while others have created niches of personal computing (e.g., tablets) or enhanced the mobile experience (e.g., headphones, smartwatches, and smart rings). Others failed, at least initially, to gain traction and become widely adopted devices (e.g., smart glasses and VR headsets).With the rise of AI and its impact on personal computing, will we now see challengers emerge that cut into—or eventually upend—the smartphone’s dominance? Can AI bring smartphone dominance to an end? We believe yes—eventually Before we dive-in, we’d like to introduce a few dimensions to evaluate various hardware form factors against:Functionality: Evaluates computing power and the sheer volume of use cases supported by each device. Over the years, this dimension has evolved towards ability to compute real-time on edge devices with extended battery life. Interactivity: Evaluates how seamless and hands-off humans could interact with the hardware devices. As sensor technology advances, this dimension will evolve towards devices’ ability to augment the five senses humans have, while offering a seamless, interactive and intuitive user experience. Mobility: Evaluates how mobile each device is, including ability to be carried around, portability, and lightness. However, as devices and new form factors are all mobile, this dimension is also becoming less relevant with time.Smartphones became the dominant device because they are the perfect form factor for critical, converging use cases—calls and texts, PDA (personal digital assistant), music player, compact digital photo and video camera, and PC. As the mobility-functionality frontier expanded, the smartphone took over more use cases, unifying key functions such as work communication as well as productivity and entertainment across social media and video apps. Crucially, it provided the above with superior portability and relative affordability compared to other devices that combine only a few of these use cases.But now, with the introduction of AI, we’re witnessing devices quickly evolve to better incorporate AI (see The emergence and user demand for AI PCs). What held true for consumers historically started to evolve. Nowadays, consumers are eager for context-aware intelligence (e.g., wearables) that are not only portable and lightweight, but also offer strong computing power, extended battery life, and most importantly, seamless interactivity by sensing our surroundings and freeing our hands. And that’s when we see the emergence of various new form factors, including smart glasses, AI companions, and the like. Emerging AI form factor Of all the new AI form factors, smart glasses seem to be leading the race due to their interactivity potential: They hear what you hear, see what you see, answer back, display information, and are literally in touch with you at all times (so they can collect data). With a wristband, you can use gestures to give your glasses commands, rather than talking to them. Smart glasses also have the advantage that they build on existing products (prescription glasses and sunglasses), leveraging consumer habits to drive adoption.Given their potential to enable the next paradigm of personal computing, it’s not surprising to see that the race has already started. Meta and Amazon have already launched theirs while Google, Apple, and Samsung, among others, are expected to launch their own in the next few years.With time, we expect other form factors such as AI companions and robotics to emerge as well. AI companions will be context-aware of a user’s surroundings, sitting in your pocket or on your desk to complement existing devices like smartphones. Both OpenAI (potentially a Smart Pen positioned as a “third core device”) and Apple (AI pin) are reportedly working on variants of the AI companion.The new paradigm of personal computing will depend on technology and business factors. On the technology side, the battleground is as much about AI superiority as it is about developing a superior experience via a new AI form factor. On the business side, players are competing to own the ecosystem and reach scale first.We see three potential scenarios for the personal computing’s new paradigm: Scenario 1 is largely the path we’re on right now, with new hardware form factors emerging to disrupt the ecosystems smartphone manufacturers have built. However, most new form factors still require an external source of computing power, such as a smartphone, to fully realize their potential. Scenario 2 is when new form factors are no longer dependent and truly become standalone, hence creating their own ecosystem. To achieve this, substantial R&amp;D is required to fulfill the vision and ensure the glasses (or similar devices) can sense surroundings and offer a seamless user experience when interacting with both hardware and apps. Lastly, scenario 3 envisions a world where it’s the AI that commands consumer loyalty, and the brands of the hardware no longer matter. This will likely drive enhanced competition in the SW / OS space, and leave hardware players prioritizing features, design, and user experience to differentiate. What can hardware players do to benefit from the paradigm shift in personal computing? Each scenario has implications for ecosystem participants, which need to adopt a different strategy based on the scenario that they believe in. Hedging strategies are also possible.At a high level, the strategies that align with the three scenarios we outlined above are as follows: If we are still smartphone-centric after a new AI form factor becomes mainstream, industry players need to be early in the Android ecosystem to build the new factor (e.g., smart glasses, which we will use as an example in Figure 4 below) that enhance the phone experience. If new AI form factors become standalone devices, competitors will race to partner with leading companies (e.g., Meta) to build standalone devices. If the hardware brand is less important than the AI itself commanding consumer loyalty, companies will need to be early in the AI ecosystem to build the devices that best utilize leading AI platforms. Navigating disruption As of today, we are just seeing the early signs of the paradigm shift. While we think that smart glasses will be the leading form factor, there really isn’t a clear winner on the horizon. And for whichever form factors gain traction, the battle is not only to launch a product that satisfies consumer needs and wants, but also to win in the “aftermarket.” Those that effectively iterate product development by pushing out new features and continuing to meet and exceed consumer expectations (all the while offering a seamless user experience and customer support) are the ones that will sustain their advantage.At AlixPartners, we specialize in helping companies navigate disruption. We have extensive experience working with clients to realign strategies and resources to address the challenges and opportunities of a paradigm shift. The end of the smartphone era? How to prepare for the next paradigm of personal computing | AlixPartners]]></content>
    <published>2026-02-13T01:06:37Z</published>
    <updated>2026-10-01T02:36:37Z</updated>
    <link href="https://www.alixpartners.com/insights/102micr/the-end-of-the-smartphone-era-how-to-prepare-for-the-next-paradigm-of-personal-c/" rel="alternate" />
    <author>
      <name>Javier Gollonet</name>
    </author>
    <author>
      <name>Rus Parashchak</name>
    </author>
    <author>
      <name>Douglas Tsang</name>
    </author>
    <author>
      <name>Janet Tang</name>
    </author>
    <author>
      <name>Sanjay Verma</name>
    </author>
  </entry>
  <entry>
    <title>Supply Chain Market Update: Overcapacity Persists as Trade Flows Move Beyond China</title>
    <summary>The global supply chain faces persistent overcapacity, tariff uncertainty, and demand softness across most freight modes, with trade...</summary>
    <id>urn:uuid:761b7b11-a78a-4d5e-a3da-55d122827b7b</id>
    <content type="html"><![CDATA[Supply Chain Market Update: Overcapacity Persists as Trade Flows Move Beyond China The global supply chain faces persistent overcapacity, tariff uncertainty, and demand softness across most freight modes, with trade shifting away from China toward Vietnam, Mexico, and India. Key themes highlighted in this month’s update include:Transportation and warehousing:Transpacific spot rates spiked 26% into early January ahead of Lunar New Year driven by carrier-led general rate increases (GRI) and freight all kinds (FAK) resets, but underlying structural overcapacity and soft demand limit durability of rate gains despite tactical short-term strength.Global air freight volumes rose 5-6% year-over-year into late 2025, yet average spot rates remain below prior-year levels, driven largely by seasonal and e-commerce dynamics rather than broad demand recovery, with modest rate increases continuing.U.S. truckload spot rates experienced a notable December uptick as load-to-truck ratios rose and capacity exited the market due to weather and holiday constraints, but contract rates and overall demand remain subdued with 2-4% rate increases expected in 2026 insufficient to offset rising operational costs.U.S. rail intermodal volume declined 3.4% in December (fourth consecutive month) and non-coal carloads fell 3%, with regulatory rejection of the UP-NS merger adding uncertainty and reduced interline cooperation limiting near-term intermodal recovery despite investments planned for 2026.Regional and alternative carriers like Veho and UniUni surged during the 2025 holiday season, capturing significant share from national carriers as total U.S. package volume reached 2.3B parcels (+5% YoY), signaling a structural market shift toward multi-carrier strategies and delivery experience differentiation.Inventory levels fell to historic lows with the Logistics Managers Index reading at 35.1 (extreme contraction), driving warehousing utilization to 42.9 (all-time low) while available capacity surged to 61.1, reflecting very lean inventory operations amid near-term uncertainty. Tariffs and trade policy:De Minimis Tightening for Small Parcels; New 232 Duties on Trucks/Buses; China Deal Extensions + 301 Actions; India/Brazil Rate Volatility Driving Repricing &amp; Sourcing ShiftsChina had been a go-to hub for U.S. manufacturers, but US/China relations and tariffs have been pushing trade towards other countries (Vietnam, India, Mexico, Canada gained most) Read the full report below to learn more. Supply Chain Market Update: Overcapacity Persists as Trade Flows Move Beyond China | AlixPartners]]></content>
    <published>2026-01-30T20:38:06Z</published>
    <updated>2026-10-01T02:36:51Z</updated>
    <link href="https://www.alixpartners.com/insights/102mfcn/supply-chain-market-update-overcapacity-persists-as-trade-flows-move-beyond-chin/" rel="alternate" />
    <author>
      <name>Marc Iampieri</name>
    </author>
    <author>
      <name>Erik Mattson</name>
    </author>
    <author>
      <name>Kai Kang</name>
    </author>
    <author>
      <name>Justin Stacy</name>
    </author>
  </entry>
  <entry>
    <title>Closing the leadership gap in Private Equity</title>
    <summary>Leadership has become the single most important driver of value creation in private equity – and yet many firms remain underprepared for...</summary>
    <id>urn:uuid:694991ba-12bf-4cfc-ac1f-6afb7ef38d62</id>
    <content type="html"><![CDATA[Closing the leadership gap in Private Equity Leadership has become the single most important driver of value creation in private equity – and yet many firms remain underprepared for the realities of longer holding periods, more complex roll‑ups, and a far more volatile operating environment. In this report, produced in collaboration with Heidrick &amp; Struggles, we explore why executive leadership now matters more than ever, and what leading PE firms are doing differently in response. Drawing on extensive research and hands‑on experience across hundreds of portfolio companies, we set out the practical steps firms can take to strengthen leadership capability throughout the holding period – not just at acquisition.Inside, you’ll find insight on building repeatable CEO and C‑suite processes, keeping leadership aligned as strategies evolve, and helping portfolio company leaders develop stronger teams and succession pipelines.Read the full report below or download here. Closing the leadership gap in Private Equity | AlixPartners]]></content>
    <published>2026-01-27T15:49:37Z</published>
    <updated>2026-10-01T02:36:56Z</updated>
    <link href="https://www.alixpartners.com/insights/102me8m/closing-the-leadership-gap-in-private-equity/" rel="alternate" />
    <author>
      <name>Mark Veldon</name>
    </author>
  </entry>
  <entry>
    <title>CEOs Increasingly See Disruption as the Norm and Worry about Ability to Keep Pace with Change, According to AlixPartners’ 2026 Disruption Index</title>
    <summary>AlixPartners 7th annual Disruption Index, surveying 3,200 CEOs and senior executives across 11 countries, found that CEOs are feeling the brunt of the pressure as uncertainty surges – 45% of CEOs say they fear losing their jobs and 40% reported feeling more anxious in their roles than last year. More than seven in ten (72%) say it’s increasingly difficult to determine which disruptive forces to prioritize, up from 67% last year.</summary>
    <id>urn:uuid:47d99081-2666-4222-99b2-339e11399b9a</id>
    <content type="html"><![CDATA[CEOs Increasingly See Disruption as the Norm and Worry about Ability to Keep Pace with Change, According to AlixPartners’ 2026 Disruption Index 85% of CEOs Say They Need More Support; Almost Half Fear Losing Their Jobs Discover more LONDON AND NEW YORK (January 14, 2026) – AlixPartners 7th annual Disruption Index, surveying 3,200 CEOs and senior executives across 11 countries, found that CEOs are feeling the brunt of the pressure as uncertainty surges – 45% of CEOs say they fear losing their jobs and 40% reported feeling more anxious in their roles than last year. More than seven in ten (72%) say it’s increasingly difficult to determine which disruptive forces to prioritize, up from 67% last year. While executives report experiencing less pressure from disruptive forces than last year, they are still grappling with anxiety, insecurity, and uncertainty as they enter 2026. Additionally, CEOs say they are struggling with heightened anxiety because of internal challenges and the broader business landscape. Inflation remains a significant concern, with half of all executives identifying it as one of the top disruptors impacting their business over the past year. Impending layoffs are also top of mind as continuous advancements in AI are forcing today’s leaders to reevaluate their current workforce. AI on the other hand is rapidly shaping C-suite priorities as companies move from experimentation to implementation. CEOs are seeing the greatest opportunities in AI and machine learning, with 80% optimistic about the impact that AI is having on their company as a whole. The CEO Divide CEOs’ heightened sense of anxiety hasn’t filtered down to the rest of the C-suite. The report reveals a widening divide in the executive ranks: while 70% of CEOs report high levels of disruption, only 39% of other C-suite executives feel the same. More than half of CEOs believe their teams lack the agility to respond effectively, and worry their companies are not adapting fast enough. As disruption and anxiety intensify, 85% of CEOs say they need greater professional and personal support and 45% of CEOs say they have fallen behind the curve in knowledge base and skillsets. CEOs are facing mounting pressure and increasingly bearing the weight of that accountability alone. “CEOs are steering through an era defined by relentless macroeconomic headwinds and market volatility,” said David Garfield, Co-CEO of AlixPartners. “In this climate, agility, and discernment aren’t optional—they’re essential for survival. Rather than shoulder the pressure alone, CEOs must drive urgency and alignment across their senior teams; this has become a defining leadership challenge, and one of the most critical determinants of sustained growth. The AI Revolution: Is Pace an Asset? Eight in ten executives report being optimistic about AI’s long-term impact. Still, the Disruption Index shows a clear divergence in executive approaches to implementing this rapidly evolving technology. Executives at companies that report leading in AI adoption say they are more anxious than their peers. They also score higher on their assessment of perceived disruption. Adoption of agentic AI is accelerating. Half of growth leaders (51%) have widely implemented agentic AI, compared to just 14% of slower-growing companies. Almost half of CEOs (44%) expect layoffs of 10% or more in the next five years as a result of AI. CEOs expect that within five years, 55% of job functions will be at least partially integrated with AI, particularly in customer service and operations, reflecting a continued push toward productivity and performance. “Expectations around AI integration are redefining the C-suite agenda,” said Rob Hornby, Co-CEO of AlixPartners. “However, monetizing AI and driving real tangible results requires greater focus and prioritization. History—from the industrial revolution to the dot-com era—shows us that technological disruption ultimately drives job creation and unlocks value. What it also shows us is that getting it right is frequently more important than doing it first.” The biggest obstacles to business model transformation include cultural resistance (43%), budget constraints (41%), lack of clarity or consensus (39%), and talent shortages (31%). Notably, optimism about AI tends to increase with company size, with larger organizations expressing greater confidence. Growth Leaders’ Playbook Today’s fastest-growing companies are distinguishing themselves through bold, strategic action in the face of ongoing economic uncertainty, according to the Disruption Index. Rather than waiting for stability or relying on outdated playbooks, these leaders recognize that disruption is here to stay—and they’re moving decisively to secure long-term advantage. Nearly three-quarters (73%) have already diversified their supplier and trading partner networks to address tariff challenges, compared to just 34% of slower-growing peers who remain focused on renegotiating existing terms. Growth leaders are ramping up investments to strengthen resilience against global volatility with 55% of them increasing capital expenditures and expansion plans. The transformation extends across every aspect of their business. According to the Disruption Index, growth leaders are evolving their product portfolios and intensifying investment in risk management and regulatory compliance—59% have boosted compliance spending, and 78% are changing strategies in response to U.S.-China relations, far outpacing their less agile competitors. Notably, 83% have developed strategies to address new and shifting industrial policies, compared to only one in five among slower-growing companies. By embracing change and acting decisively, these companies are not only weathering uncertainty—they’re positioning themselves for sustained success in a rapidly shifting global landscape. Throughout the last seven years of the AlixPartners Disruption Index, one principle has remained constant: leaders of the fastest-growing companies aren’t just keeping pace with change, they’re rewriting the playbook in real time,” said AlixPartners’ Executive Chairman Simon Freakley. “By reshoring operations, enhancing compliance, and navigating shifting geopolitical dynamics, these growth leaders demonstrate that decisive transformation isn’t just a response to uncertainty – it’s the foundation for enduring success. The AlixPartners 2026 Disruption Index is available at alixpartners.com/disruption-index/. ABOUT ALIXPARTNERS AlixPartners is a results-driven global consulting firm that specializes in helping businesses successfully capitalize on opportunities and address critical challenges. Our clients include companies, corporate boards, law firms, investment banks, private equity firms, and others. Founded in 1981, AlixPartners is headquartered in New York and has offices in more than 20 cities around the world. For more information, visit www.alixpartners.com. CONTACT Robin Knight rknight@alixpartners.com CEOs Increasingly See Disruption as the Norm and Worry about Ability to Keep Pace with Change, According to AlixPartners’ 2026 Disruption Index | AlixPartners]]></content>
    <published>2026-01-14T00:00:00Z</published>
    <updated>2026-03-24T09:53:37Z</updated>
    <link href="https://www.alixpartners.com/newsroom/2026-alixpartners-disruption-index/" rel="alternate" />
    <author>
      <name>AlixPartners</name>
    </author>
  </entry>
  <entry>
    <title>Spending, Disrupted: AlixPartners' 2026 Global Consumer Outlook</title>
    <summary>Heightened caution and a renewed focus on financial discipline characterize the global consumer environment as we enter 2026. Our latest...</summary>
    <id>urn:uuid:1ff09750-6aa5-4de7-baaa-2cdb15047852</id>
    <content type="html"><![CDATA[Spending, Disrupted: AlixPartners 2026 Global Consumer Outlook Heightened caution and a renewed focus on financial discipline characterize the global consumer environment as we enter 2026. Our latest consumer data reveals a deepening frugality, with the anticipated global net intent score* for reduced spending reaching -18 percentage points (ppts)—more than 60% greater than last year’s projected contraction. This shift highlights the persistent economic uncertainty that is shaping consumer priorities, as inflationary pressures and muted wage growth continue to constrain disposable income across demographics, albeit varied by individual country. Notably, the traditionally resilient group of high-income earners is signaling a potential pullback in overall spending, reflecting the broad reach of today’s financial headwinds.Drawing on data from more than 13,000 consumers, our 2026 Global Consumer Outlook examines these trends, providing actionable insights to help business leaders navigate uncertainty, recalibrate value propositions, and secure loyalty in an increasingly competitive marketplace. Access the full report to explore:Global spending intentions for 2026 by region, demographic, and categoryFive reasons why consumers will spend less in 2026How consumers will spend less in 2026: four emerging themesWhere optimism persistsWhat drives consumers to switch brand or retailerThe wish list: If consumers had more income in 2026, how would they spend it?How companies can respondWhat our net intent score means*Our net intent score, expressed as a percentage point value (ppt) on pages 3-7 of this report, indicates the overall balance between those consumers who say they plan to spend more in 2026 and those who say they plan to spend less, relative to 2025. A positive score means more people expect to increase spending; a negative score means more expect to cut back. The score only reflects intent and is not tied to actual spending amounts or percentage changes in expenditure. It therefore should not be interpreted as a direct measure of monetary growth or decline in any given industry category, region, or demographic group.About this studyResearch for Spending, Disrupted: AlixPartners 2026 Global Consumer Outlook was conducted between September and October 2025. Survey respondents comprised 13,115 consumers from nine countries—China, France, Germany, Italy, Saudi Arabia, Switzerland, the United Arab Emirates, the U.K. and the U.S.If you’d like to explore further consumer analysis from our extensive data set by country, sector, or consumer demographic, our authors are available to discuss the findings in more detail. Spending, Disrupted: AlixPartners 2026 Global Consumer Outlook | AlixPartners]]></content>
    <published>2025-12-12T13:24:38Z</published>
    <updated>2026-10-01T02:37:34Z</updated>
    <link href="https://www.alixpartners.com/insights/102lx4o/spending-disrupted-alixpartners-2026-global-consumer-outlook/" rel="alternate" />
    <author>
      <name>David Bassuk</name>
    </author>
    <author>
      <name>Matt Clark</name>
    </author>
    <author>
      <name>Adam Werner</name>
    </author>
    <author>
      <name>Beatrix Morath</name>
    </author>
    <author>
      <name>Randy Burt</name>
    </author>
    <author>
      <name>Andy Searle</name>
    </author>
  </entry>
  <entry>
    <title>What AI shopping agents will mean for customers and retailers</title>
    <summary>AI shopping agents are here. No longer a futuristic concept, these sophisticated tools are already reshaping how consumers discover,...</summary>
    <id>urn:uuid:4d5fed86-8209-4560-85af-842da583f98f</id>
    <content type="html"><![CDATA[What AI shopping agents will mean for customers and retailers AI shopping agents are here. No longer a futuristic concept, these sophisticated tools are already reshaping how consumers discover, understand, and interact with products, and will soon revolutionise how we buy them. Crucially, agentic AI capabilities now also enable the AI agent to perform tasks on behalf of customers.Two distinct types of agents are now emerging: customer-facing agents – where customers use tools like ChatGPT or Google Gemini to search, compare, and purchase products – and retailer-owned agents, such as Amazon’s Rufus, which operate within retailers’ own ecosystems to improve product discovery, service, and conversion. Over time, these two types will increasingly interact, with customer agents surfacing structured product data provided by retailer agents, comparing images, features, prices, and availability, and potentially negotiating prices or delivery windows in the near future. The future of commerce will increasingly be defined by how these agents communicate and transact across this new, AI-mediated channel.As these agents take on more of the discovery journey, the very nature of search is undergoing a transformation. Answer engines are replacing search engines, as traditional, short keyword-based searches are replaced by natural, conversational, and multi-modal prompts – for example, “find me an art-deco influenced women’s navy blue raincoat under £200, with 5-star reviews, available in size M that can be delivered by this weekend. Here is a photo of me – please consider what cut would be most flattering.” What used to be a static list of website links is becoming an interactive, personalised exchange where the agent curates, compares, and refines results instantly. Discovery, advice, and purchase are converging into a single interaction. Unlike traditional chatbots that rely on scripted responses, AI shopping agents are evolving from having conversations to performing tasks on behalf of customers, such as automatically adding items to a shopping cart (auto-carting) and even completing a purchase. The shift from simple assistance to autonomous actions is accelerating at remarkable speed. Recently, OpenAI announced Instant Checkout for ChatGPT, which enables auto-carting and purchasing to take place within ChatGPT – rather than on the retailer website – and partners already include Etsy, Shopify, and Walmart. This marked the first scaled step into auto-carting and purchasing. The impact of agents in shopping is already clear: traffic to retail sites from generative AI-powered chatbots serving as shopping assistants has increased by 1,300% year-over-year. The shift from discovery to transaction has begun, and the adoption curve is accelerating more quickly than many anticipated. There is also growing evidence that shoppers who visit a retailer’s website via a generative AI tool are higher-quality visitors, with longer dwell times, higher page views, and lower bounce rates.But with this shift comes new risks. Customer agents will increasingly search across multiple retailer sites, surfacing product descriptions, specifications, pricing, and availability in easy-to-compare summaries for customers to evaluate. Retailers that don’t provide accurate and transparent product data risk becoming invisible or second-tier options for these systems. As discovery becomes more functional and data-driven, the traditional power of a brand may also weaken if consumer perception is increasingly influenced by product data elements, such as price, inventory position, fabric composition, rating, and transit time, rather than by emotional storytelling. Of course, retail has always been a disrupted industry. From the early days of mail-order catalogues to phone orders, e-commerce, and mobile shopping, each step has represented a seismic shift that expanded a retailers addressable customer base while increasing the speed at which they could reach them. However, this is also a moment that calls for urgent attention. AI-driven purchasing is accelerating at a rate faster than any previous disruption. AlixPartners’ 2024 Digital Disruption Survey found that retailers who adapt early to new technologies consistently outperform their peers in both growth and profitability, while those who fail to adapt risk losing relevance. What AI shopping agents will mean for customers and retailersRetailers have long focused on reducing friction in the shopping experience, and AI shopping agents represent the next frontier in that evolution. These agents are not only streamlining existing processes but also introducing entirely new, tailored experiences, spanning discovery to checkout. Agents are becoming a new channel – in effect, a new set of customers.Emerging applications of AI shopping agentsEnvision how this evolution will unfold in real-world scenarios:Personalised product discovery: Through AI interfaces like ChatGPT, a user might prompt: “Find me a stroller safe for newborns, under £500, fits in a small car boot, and available for delivery this week.” The AI agent evaluates the query and delivers two curated options complete with stock availability, all within seconds, eliminating the need for the user to visit multiple websites or perform comparisons manually.Customised solutions: On an AI-powered e-commerce platform, a skincare conversation that analyses customer preferences and concerns, or customer photos, enables an AI agent to build a complete, customised skincare regimen. Not only are products added to the cart automatically, but bundling discounts are also applied, saving the customer considerable time and money and driving significant increases in basket values, a major factor in driving e-commerce profitability improvement.Hyper-efficient checkout: For last-minute needs, an agent might respond to a query such as, “Order me a small pack of batteries for a Peugeot 5008 key fob, under £10, and deliver by tomorrow,” or simply, “order me a battery like this,” using an uploaded photo. The system autonomously checks stock, applies the most favourable discounts, and completes the purchase – all in one seamless transaction. For consumers, the benefits are clear. Consumers gain a richer discovery and selection process, providing greater reassurance, particularly on more complex purchases, and can also transact with greater speed, precision, and confidence – compressing shopping journeys from days to minutes.The complexity for retailersHowever, AI-driven ease for consumers introduces a new level of complexity for retailers. Agentic commerce is now a new channel for retailers, and GEO (Generative Engine Optimisation) has emerged as a critical capability. Competing in an agent-driven world means retailers must rapidly adapt their e-commerce ecosystems, including improving machine readability, creating human-like text exchange, addressing new risks in trust and governance, rethinking economics and loyalty levers, and revisiting the fundamental role of stores, marketing, and data.The leadership agenda for an agent economy in retailRetailers cannot afford to wait. The speed of adoption means that acting early is essential. CEOs need an immediate, proactive strategy to stay competitive, as outlined by these six imperatives: Commit incremental funding and resources now: Rapidly assess what AI shopping agents mean for your business, and establish agile plans to engage immediately with shopper agents, as an overlay to existing digital and ecommerce roadmaps.Ensure site and data compatibility with agentic discovery: Task digital teams to ensure product information, images, pricing, availability, and metadata are structured in ways that customers’ agents can easily interpret, compare, and surface, so that your business and products are prominent and distinctive proposition elements are highlighted. Master the new technical protocols being established by key players in order to engage effectively, and potentially deploy writers’ agents to help you do this.Prepare the organisation for an agentic future: Assess how AI shopping agents will impact your brand, margins, customer metrics, and capabilities. Define the talent, governance, and commercial levers needed to sustain advantage as discovery and loyalty shift toward AI-mediated journeys.Consider re-architecting your website to include agentic AI and conversational search: As customers come to expect conversational search, retailers who continue to rely on simple search and left-hand filters will get left behind.Explore disruptive business model opportunities: Brainstorm how agentic commerce could reshape your business and category proposition, and particularly those where customers value advice, reassurance, and simplification of the purchase journey.Protect against emerging risks: As agents evolve to autonomous actors, businesses must build clear guardrails and escalation protocols. Cyber policy and systems need an upgrade. Without these, a rogue pricing decision, faulty recommendation, or hallucinated product claim could instantly trigger financial, legal, and reputational risk at machine speed. The rapid adoption of AI shopping agents means the risks of inaction are profound. Leaders who delay implementation will find their businesses increasingly invisible in this new ecosystem. As AlixPartners’ Brian Kalms noted recently in Retail Week, “In a flat-growth market, technology isn’t just an enabler – it differentiates winners and losers.” The world of AI-assisted commerce is evolving at extraordinary speed, and while the exact trajectory and winning models are difficult to predict, the imperative for retailers is to proactively engage with this new channel now. What AI shopping agents will mean for customers and retailers | AlixPartners]]></content>
    <published>2025-12-10T10:43:57Z</published>
    <updated>2026-10-01T02:37:36Z</updated>
    <link href="https://www.alixpartners.com/insights/102lxct/what-ai-shopping-agents-will-mean-for-customers-and-retailers/" rel="alternate" />
    <author>
      <name>Catherine Brien</name>
    </author>
    <author>
      <name>Mike Walsh</name>
    </author>
    <author>
      <name>Erik Lautier</name>
    </author>
    <author>
      <name>Amanda Gielow</name>
    </author>
  </entry>
  <entry>
    <title>How to lead when everything goes wrong</title>
    <summary>Leadership is easy when things go to plan. But true leadership is revealed when everything falls apart. I have worked with leaders in the...</summary>
    <id>urn:uuid:d4625b58-aacf-4bd4-83f2-051064614ec2</id>
    <content type="html"><![CDATA[Leadership is easy when things go to plan. But true leadership is revealed when everything falls apart.I have worked with leaders in the crucible of crisis—financial collapse, reputational damage, existential threat. In those moments, the question is not whether you have the perfect strategy. It is whether you have the mindset to endure, adapt, and lead others through uncertainty.Consider the astronauts aboard the International Space Station during the 2022 Soyuz coolant leak. With their return vehicle compromised and no immediate solution in sight, they did not panic. Nor did they freeze. They focused. They relied on training, teamwork, and calm communication. With no visibility on how or when they would get home, they trusted the process, stayed mission-oriented, and made decisions based on what they did know.That’s the mindset leaders need when the ground shifts beneath them.First: stay calm. Panic is contagious. So is composure.Second: focus on what’s in your control. You may not have all the answers, but you can always take the next right step.Third: communicate with clarity and honesty. People don’t expect perfection. They expect presence.And finally: remember that adversity is a teacher. The best leaders I know emerged stronger not in spite of crisis, but because of it.When everything goes wrong, the temptation is to retreat or freeze. But the opportunity is to lead—with steadiness, humility, and resolve.Because in the darkest moments, people do not follow titles. They follow courage. How to lead when everything goes wrong Leadership is easy when things go to plan. But true leadership is revealed when everything falls apart. I have worked with leaders in the]]></content>
    <published>2025-11-25T14:51:08Z</published>
    <updated>2026-10-01T02:37:51Z</updated>
    <link href="https://www.linkedin.com/pulse/how-lead-when-everything-goes-wrong-simon-freakley-iz9ge" rel="alternate" />
    <author>
      <name>Simon Freakley</name>
    </author>
  </entry>
  <entry>
    <title>Margins, missions and medicine: Driving transformation without compromising care</title>
    <summary>Healthcare operates in a highly disrupted market with multiple headwinds, including ongoing staff shortages, financial pressures, policy...</summary>
    <id>urn:uuid:21dd9a77-92e7-446b-a4df-563374e602bf</id>
    <content type="html"><![CDATA[Healthcare operates in a highly disrupted market with multiple headwinds, including ongoing staff shortages, financial pressures, policy and regulatory changes and cyber threats.Disruption in the industry is most pronounced among clinical providers, according to the latest AlixPartners’ survey of more than 3,000 global executives across 10 sectors. Tailoring solutions provided the foundation for a roundtable discussion we hosted at Becker’s 2025 CEO + CFO event in Chicago.The diverse group of health systems operators reflected a broader industry that’s deep into transformation mode. Operators are seeking to integrate technological developments with the realities of a shifting payment and revenue landscape, as well as ongoing workforce challenges.The wide-ranging discussion provided a framework for providers to assess their own progress in transformations that deliver uninterrupted patient care and avoid unintended consequences.Key takeaways included:Flexibility is central to transformation. Some require wholesale organizational change, focused on operations, processes and the workforce, while others can benefit most from digital transformation that decreases the burden on clinicians. Some operators may be best served by a streamlined revenue cycle transformation that simplifies the patient experience.Internal buy-in and collaboration are essential. Regardless of the type of transformation a health system undertakes, there must be organizational alignment and the changes must be supported across departments. “Transformations need to be well coordinated for them to stick,” Greg Magrisi, Partner &amp; Managing Director in AlixPartners’ healthcare practice, said at the event. “All of your leaders need to be in lockstep to make sure these transformations are the right fit.”ROI may be indirect. For some processes, the return on investment cannot be fully captured in simple financial terms, although the transformation can still have tremendous value for the organization.For example, AI scribes using ambient listening are gaining widespread adoption, promising increased efficiency and reduced errors. The returns on investment may not be immediate or directly related to cost savings – although providers directly replacing human scribes with AI have seen more bottom-line impact.The primary benefit can be in workload management, which improves physician satisfaction and reduces the sometimes-chronic staff turnover. Outcomes are highly dependent on the physician compensation model, specialty, and adoption rate. “It’s more about improving retention and work-life balance, as well as reducing burnout. That may not be directly impacting the bottom line, but you need to trace that well,” said Jerry Wang, Partner in AlixPartners’ healthcare practice, during the roundtable.The primary doorTechnology is just one tool in the transformation of providers’ operating models, which includes a targeted focus on expanding primary care options and diversifying revenue streams beyond a reliance on public payers.Restructuring primary care and closing gaps in transitional support after patients leave a facility provides opportunities to build revenue and trust. This can include same-day appointment guarantees to improve access and establish patient loyalty. Health systems are also exploring strategies such as leasing beds in skilled nursing facilities to ensure a safe transition, provide continuity of care and prevent costly readmissions. The landscape is shifting from pure competition to strategic collaboration. Health systems are increasingly open to joint ventures and partnerships to provide comprehensive care. Projects such as expanding clinical trial programs provide another path to diversifying revenue.Leaders are intensely focused on optimizing and, in some cases, rationalizing their service lines, asking not only what services they should provide, but more importantly, where they should be provided to be most cost-effective and margin accretive.A prominent strategy involves consolidating highly specialized services into regional centers of excellence that can improve quality and patient safety by concentrating volume and expertise while avoiding duplicative capital investments. Margins, missions and medicine: Driving transformation without compromising care]]></content>
    <published>2025-11-20T22:48:44Z</published>
    <updated>2026-10-01T02:38:00Z</updated>
    <link href="https://www.beckershospitalreview.com/strategy/margins-missions-and-medicine-driving-transformation-without-compromising-care/" rel="alternate" />
    <author>
      <name>Greg Magrisi</name>
    </author>
    <author>
      <name>Jerry Wang</name>
    </author>
    <author>
      <name>Robert Chamberlain</name>
    </author>
    <author>
      <name>Colin Dmochowski</name>
    </author>
    <author>
      <name>Shane Fitzgerald</name>
    </author>
  </entry>
  <entry>
    <title>Continuous adaptation: Why organizations must think beyond ‘resilience’ and ‘agility’</title>
    <summary>“Resilience” and “agility.” Even before COVID-19 and certainly in the five years since, these words have defined what companies needed to...</summary>
    <id>urn:uuid:2bcca6a8-87bd-4729-96fa-437620a678fc</id>
    <content type="html"><![CDATA[“Resilience” and “agility.” Even before COVID-19 and certainly in the five years since, these words have defined what companies needed to survive in a turbulent business climate.They must withstand disruption – be resilient – and pivot from sudden threats to unexpected opportunities – be agile.But resilience and agility are not enough. By nature, they are defensive and temporary i.e. escaping danger, weathering storms or conserving resources.To thrive amid sustained disruption, companies must pursue “continuous adaptation” – an enduring, flexible and proactive capability. Continuous adaptation enables companies to influence events, not just react to them; to deploy resources to shape the future, not merely defend the present.It’s about expanding competitive advantage and enterprise value, not just protecting them. The energy transition is a clear example: it requires keeping the lights on while rewiring the building.Many executives share this vision. The question is, how can companies make continuous adaptation real?We believe it emerges when leaders stop choosing between change and continuity and instead pursue both in concert – driving improvement across operations, organization and finance.Operations and strategyHistory is full of case studies where companies failed to adapt to significant shifts. For instance, major mobile manufacturers did not foresee the smartphone era, automakers did not prepare for electrification and traditional banks struggled to keep pace with fintech disruptors.These strategic blind spots are also operational issues, because operational rigidity can lock a company into a strategic box. This can happen when executives focus too intently on costs and efficiencies, failing to create the bandwidth to rethink their approach and be disruptors themselves, rather than be disrupted.A company that over-optimizes its operations (including research and development) to serve existing customers becomes too rigid to adapt to new customers or even notice them.It doesn’t have to be that way. Mass production technologies of the past forced companies to choose between efficiency and flexibility in operations.Today, thanks to smart factories, real-time procurement and sales and operations planning, companies can adapt more easily and continuously to changes in demand beyond the factory floor, in their planning, organization and strategy.IT provides a prime example of a virtuous cycle of continuity and change in operations. Put simply, it is more challenging for companies to adopt innovative IT solutions if they have not rigorously maintained their legacy systems.AlixPartners data show that 75% of companies with well-maintained tech stacks say that new technology is a minimal threat to revenue. However, among companies with troubled traditional tech, two-thirds said it was a threat.Supply chains experience similar effects. The ability to respond to tariffs or other supply disruptions increases when a company’s operations can respond continuously to new information.One of Europe’s leading industrial companies operates several dozen factories, each specializing in a specific product line. That approach captured economies of scale but also created rigidities that have become problematic, particularly with the prominence of tariffs and trade conflicts.Today, the company is utilizing smart-factory technology to retrofit its factories, enabling each to produce the full range of products with no loss of efficiency. As a result, it will be able to scale production up or down or move it from country to country, in a continuously adaptive and cost-effective way.Similarly, the transition to the production and use of renewable energy is one where evolution and revolution should be viewed as allied, rather than opposing, strategies.Organization and cultureContinuous adaptation can be coordinated from the top but it cannot be driven from there. A continuously adaptive organization differs from a merely flexible one because it can sense the need for change without external shocks.All C-level executives must consider how to unlock the receptivity and creativity of their team members. Culture is one powerful way.Companies with strong cultures are generally better at continuous adaptation than those with fragmented or conflicted cultures. That seems paradoxical because oftentimes, constancy makes a culture strong.However, with culture as with technology, a strong foundation creates freedom – in this case, to experiment, try new roles, reorganize processes or functions, and move into new markets. Psychological safety and shared values facilitate the emergence of new ideas.Structures can also enable continuous adaptation:Cross-functional teams that expose workers to other ideas and needs.HR practices that rotate high-potential talent through new challenges and opportunities.After-action reviews that draw insights from both success and failure.Organizational adaptability also needs executives who listen. Numerous studies demonstrate that the most successful strategies are developed through company-wide conversations, not executive monologues.For instance, The Ohio State University found that fast-growing companies are 27% more likely than others to have a strategy process that allows bottom-up ideas to reach management and 42% more likely to incorporate specific ways to challenge management’s assumptions.Finance and capitalAgile and resilient enterprises are prepared for the unexpected. They maintain rainy-day funds, employ rigorous working capital management and have access to debt and equity markets. Many have variable cost structures, allowing them to expand or retrench with minimal impact on their balance sheets.Continuously adaptive companies do that and two more things.First, they constantly reevaluate their business portfolios. New data collected for the 2026 AlixPartners Disruption Index show that nearly four out of five companies (79%) that drive disruption in their industries expect to make material acquisitions in the year ahead and 67% expect to make material divestitures, compared to 45% and 36% for companies that react to disruption.Second, they account for the cost of capital when analyzing profitability and making decisions about where to invest.The most important role of boards and chief executives is to allocate company capital. Knowing their economic profit allows them to invest more productively than their competitors, giving them a “reinvestment advantage” that compounds year after year.Capital that creates more than it consumes is the fuel for continuous adaptation. This corporate fusion delivers ever-increasing amounts of energy to the flywheels that move a business forward.While operations, organization and finance can be addressed separately, they do not act independently.Continuous adaptation is an organic capability, with each element taking from and nourishing the others. Like ecosystems, continuously adaptive companies strike a balance between continuity and change, recognizing that the two elements complement each other.Companies that find that balance will be more than agile and resilient: they will be able to create their future, not just prepare for it. Continuous adaptation: Why organizations must think beyond ‘resilience’ and ‘agility’]]></content>
    <published>2025-11-20T22:03:05Z</published>
    <updated>2026-10-01T02:38:01Z</updated>
    <link href="https://www.weforum.org/stories/2025/11/continuous-adaptation-resilience-and-agility/" rel="alternate" />
    <author>
      <name>David Garfield</name>
    </author>
  </entry>
  <entry>
    <title>Cloud transformation at scale - insights from over $1bn of change</title>
    <summary>Cloud transformation is now essential for growth and resilience in today’s digital era, but success requires clarity, speed, and...</summary>
    <id>urn:uuid:d3354ec5-2237-4c08-b32c-031d09ca68f2</id>
    <content type="html"><![CDATA[Cloud transformation at scale - insights from over $1bn of change Cloud transformation is now essential for growth and resilience in today’s digital era, but success requires clarity, speed, and relentless focus on value. Drawing on insights from over $1 billion in change initiatives, weve outlined how organizations can achieve up to 2x revenue growth, substantial cost savings, and enhanced operational agility—from modernizing legacy infrastructure to unlocking the full potential of AI and scalable innovation.​Discover the proven strategies and lessons learned from large-scale cloud transformations, and see how your organization can capture measurable value and build a future-ready technology foundation in the document below or download the document here. Cloud transformation at scale - insights from over $1bn of change | AlixPartners]]></content>
    <published>2025-11-20T14:43:44Z</published>
    <updated>2026-10-01T02:38:03Z</updated>
    <link href="https://www.alixpartners.com/insights/102lvgn/cloud-transformation-at-scale-insights-from-over-1bn-of-change/" rel="alternate" />
    <author>
      <name>Nikhil Suri</name>
    </author>
    <author>
      <name>Adam Gogarty</name>
    </author>
  </entry>
  <entry>
    <title>The power of manifestation</title>
    <summary>In my years advising CEOs through transformation and turbulence, I have seen many strategies succeed—and many fail. But one trait that...</summary>
    <id>urn:uuid:79dea5df-3b42-4338-b3bb-67a560c77f3d</id>
    <content type="html"><![CDATA[In my years advising CEOs through transformation and turbulence, I have seen many strategies succeed—and many fail. But one trait that consistently distinguishes exceptional leaders is their ability to envision the outcome they want, and then align their actions to make it real. This is the power of manifestation—not as mysticism, but as mindset.Manifestation begins with clarity. Leaders who achieve extraordinary outcomes often start by vividly imagining what success looks like. They do not just set goals—they see them, feel them, and believe in them before they exist.Take Richard Branson, who has long credited visualization and belief in bold outcomes as central to the Virgin brand’s expansion into industries others thought untouchable. His ability to imagine success before it was feasible helped him rally teams, investors, and customers alike.Manifestation is not wishful thinking. It is neuroscience. Visualization activates the brain’s “value-tagging” system, helping leaders filter out distractions and focus on what matters most. It builds conviction—and conviction is contagious.But conviction alone isn’t enough. The most effective leaders translate vision into action: setting priorities, making tough decisions, and building teams aligned with their goal. Mindset opens the door, but action gets you through it.What are you visualizing—and, crucially, what steps are you taking today to make that vision tangible? Because in leadership, it’s not just what you believe, but what you do, consistently, that shapes reality. The power of manifestation]]></content>
    <published>2025-11-18T15:54:37Z</published>
    <updated>2026-10-01T02:38:04Z</updated>
    <link href="https://www.linkedin.com/pulse/power-manifestation-simon-freakley-eyr0e" rel="alternate" />
    <author>
      <name>Simon Freakley</name>
    </author>
  </entry>
  <entry>
    <title>Streaming wars 2026: The rise of the “frenemy"</title>
    <summary>Discover how the global streaming market is evolving as growth slows. Bundles, sports rights, and cross-platform partnerships are...</summary>
    <id>urn:uuid:4f725749-5734-4970-ae57-19bbb4a2ce1f</id>
    <content type="html"><![CDATA[Discover how the global streaming market is evolving as growth slows. Bundles, sports rights, and cross-platform partnerships are reshaping engagement and profitability. Streaming wars 2026: The rise of the “frenemy]]></content>
    <published>2025-11-12T13:00:00Z</published>
    <updated>2026-10-01T02:39:13Z</updated>
    <link href="https://www.alixpartners.com/insights/media-entertainment-industry-predictions-report-2026/streaming-wars/" rel="alternate" />
    <author>
      <name>Jeff Goldstein</name>
    </author>
    <author>
      <name>Mark Endemano</name>
    </author>
    <author>
      <name>Julia Windsor</name>
    </author>
  </entry>
  <entry>
    <title>Agents, answers, and AI: The global search reset</title>
    <summary>See how AI-driven search is transforming discovery and commerce, from generative results to agentic systems reshaping user journeys...</summary>
    <id>urn:uuid:1ea86cbb-aae1-4d8e-8890-48e3dc0c6662</id>
    <content type="html"><![CDATA[See how AI-driven search is transforming discovery and commerce, from generative results to agentic systems reshaping user journeys worldwide. Agents, answers, and AI: The global search reset]]></content>
    <published>2025-11-12T13:00:00Z</published>
    <updated>2026-10-01T02:39:10Z</updated>
    <link href="https://www.alixpartners.com/insights/media-entertainment-industry-predictions-report-2026/the-future-of-search/" rel="alternate" />
    <author>
      <name>Grace Lee</name>
    </author>
    <author>
      <name>Steph De Vuyst</name>
    </author>
  </entry>
  <entry>
    <title>AI + IP: The catalyst for gaming company valuations in 2026</title>
    <summary>Learn how AI is reshaping gaming valuations, driving engagement, and rewarding studios that merge strong IP with adaptive, intelligent...</summary>
    <id>urn:uuid:8c6b0ca4-d126-4c4c-bfa8-e8805b56dd00</id>
    <content type="html"><![CDATA[Learn how AI is reshaping gaming valuations, driving engagement, and rewarding studios that merge strong IP with adaptive, intelligent experiences. AI + IP: The catalyst for gaming company valuations in 2026]]></content>
    <published>2025-11-12T13:00:00Z</published>
    <updated>2026-10-01T02:38:10Z</updated>
    <link href="https://www.alixpartners.com/insights/media-entertainment-industry-predictions-report-2026/gaming/" rel="alternate" />
    <author>
      <name>Matteo Carli</name>
    </author>
    <author>
      <name>Steph De Vuyst</name>
    </author>
    <author>
      <name>Maneel Grover</name>
    </author>
  </entry>
  <entry>
    <title>Media M&amp;A in 2026: Dealmaking in the age of disruption</title>
    <summary>Understand how falling rates, new regulations, and AI-driven strategies are fueling the next wave of media mergers and acquisitions in 2026.</summary>
    <id>urn:uuid:b6f4500e-5870-42d1-b35d-9c1abf6d198e</id>
    <content type="html"><![CDATA[Understand how falling rates, new regulations, and AI-driven strategies are fueling the next wave of media mergers and acquisitions in 2026. Media M&amp;A in 2026: Dealmaking in the age of disruption]]></content>
    <published>2025-11-12T13:00:00Z</published>
    <updated>2026-10-01T02:38:09Z</updated>
    <link href="https://www.alixpartners.com/insights/media-entertainment-industry-predictions-report-2026/media-ma/" rel="alternate" />
    <author>
      <name>Jeff Goldstein</name>
    </author>
    <author>
      <name>Steph De Vuyst</name>
    </author>
  </entry>
  <entry>
    <title>Tech 10 – Episode 8: Cybersecurity and AI Risk</title>
    <summary>The Tech 10 video series explores the key questions driving technological change and innovation today.   Across 10 episodes in 2025, we...</summary>
    <id>urn:uuid:6702b5c8-dc4d-4eb5-9dd2-f2e972f83621</id>
    <content type="html"><![CDATA[Tech 10 – Episode 8: Cybersecurity and AI Risk The Tech 10 video series explores the key questions driving technological change and innovation today. Across 10 episodes in 2025, we bring the future of technology to the forefront of the boardroom agenda, homing in on the hottest trending topics – from AI to tech modernisation, cybersecurity and privacy to data foundations.To help business leaders shape a competitive advantage in 2025, we bring insights from industry experts, colleagues, clients, and real-world case studies to redefine how technology in its many forms is being harnessed as a driver of growth, innovation, and resilience. In our eighth episode, Partner and Managing Director Tim Roberts is joined by AlixPartners Senior Advisor Jon Rigby. They discuss how corporates and investors should think about handling existing and emerging cyber risks, the role played by AI in creating new threats, and its role in defending and mitigating those risks.Watch Episode 8 below, and explore all episodes on our Tech 10 hub page: Tech 10 – Episode 8: Cybersecurity and AI Risk | AlixPartners]]></content>
    <published>2025-11-04T18:57:36Z</published>
    <updated>2026-10-01T02:39:22Z</updated>
    <link href="https://www.alixpartners.com/insights/102lrzo/tech-10-episode-8-cybersecurity-and-ai-risk/" rel="alternate" />
    <author>
      <name>Tim Roberts</name>
    </author>
  </entry>
  <entry>
    <title>In Flux: What consumers want, who they trust, and which brands are in - 2025 Consumer Sentiment Index | Fashion</title>
    <summary>Last year, we relaunched our historic Consumer Sentiment Index (CSI) to uncover what truly matters to consumers, and help retailers focus...</summary>
    <id>urn:uuid:5a15748a-2785-4ad8-81b6-bb604f99b57c</id>
    <content type="html"><![CDATA[In Flux: What consumers want, who they trust, and which brands are in - 2025 Consumer Sentiment Index | Fashion Last year, we relaunched our historic Consumer Sentiment Index (CSI) to uncover what truly matters to consumers, and help retailers focus on meaningful priorities. This year, shoppers have been on a roller-coaster of tariffs, inflation, and price hikes, leaving sentiment at a low. Our latest CSI—built on insights from more than 9,000 shoppers—clearly shows how these pressures are reshaping consumer priorities. Service and experience have jumped in importance, while price has dropped—but it’s not that simple. Brand connection is outshining discounts and value is being redefined as consumers prioritize ease, convenience, access, and trust. The shake-up is brutal: legacy leaders like Chanel, Kohl’s, and Abercrombie are slipping. The new leaders like On, Levi’s, Ralph Lauren, and Tory Burch have emerged. Specialty wins with meaning, not markdownsEven as specialty faces a spending pullback, some brands are breaking through. Today, connection—not discounts—drives growth, with service and experience now consumers’ top priorities. Leaders like Ralph Lauren and American Eagle connect deeply with their core consumer – whether through attention-grabbing campaigns or by tapping into emotional heritage. But if they fail to follow through with standout service and unforgettable experiences, they risk losing that connection—and the consumer. Price isn’t the top priority, but it’s still criticalPrice has dropped in importance across 7 of 9 sectors, signaling a major consumer shift. Shoppers still care about cost, but demand trust, transparency, and quality first. Discounts no longer guarantee demand—brands relying on pricing games risk fatigue, lost credibility, and defection.Access over ownership disrupts accessoriesYounger generations are reshaping accessories, favoring resale, rental, and dupes over ownership, while older shoppers still prize quality and permanence. Authenticity is the unifying demand, with consumers trusting platforms to provide proof. Winners will balance flexibility, trust, and timeless value. Personalization isn’t living up to the hypeAfter decades of hype, personalization is falling flat. Fewer than 30% of consumers value current tactics. Data privacy now outranks personalization, while relevance matters most. Shoppers want trust, respect, human assistance, and connection. 1 AlixPartners US Retail Holiday Outlook Survey, 2025We take a deeper look into these themes, plus we analyze nine subsectors to understand how consumer sentiment is shifting, revealing exactly what’s in, and who’s out. The full details are inside this year’s CSI - read it here. In Flux: What consumers want, who they trust, and which brands are in - 2025 Consumer Sentiment Index | Fashion | AlixPartners]]></content>
    <published>2025-10-22T04:02:07Z</published>
    <updated>2026-10-01T02:39:45Z</updated>
    <link href="https://www.alixpartners.com/insights/102lqbk/in-flux-what-consumers-want-who-they-trust-and-which-brands-are-in-2025-cons/" rel="alternate" />
    <author>
      <name>Sonia Lapinsky</name>
    </author>
    <author>
      <name>Justin MacFarlane</name>
    </author>
    <author>
      <name>John Samuel</name>
    </author>
    <author>
      <name>Filip Nemeth</name>
    </author>
    <author>
      <name>Meredith Sachs</name>
    </author>
    <author>
      <name>Abby Sattler</name>
    </author>
  </entry>
  <entry>
    <title>Innovation, trust, and the crypto compliance mindset</title>
    <summary>This article first appeared in an issue of GRIP magazine.  Trust is the real currency in all financial markets. While crypto markets move...</summary>
    <id>urn:uuid:ffba4044-2779-40a4-8d3c-0aa541cfd22f</id>
    <content type="html"><![CDATA[Innovation, trust, and the crypto compliance mindset This article first appeared in an issue of GRIP magazine. Trust is the real currency in all financial markets. While crypto markets move faster than their traditional equivalents, the need for the sound underpinnings of transparency and integrity remains just as strong.In the rapidly evolving digital asset landscape, focusing primarily on regulatory headlines misses the deeper story. While new frameworks in the U.K., E.U., and beyond are shaping the market, real progress – and long-term success – hinges on understanding the critical relationship between innovation, trust, and compliance. As crypto moves toward mainstream adoption, grasping how these elements interact is essential for firms that want to get ahead.Trust is the backbone of all financial systems, yet in crypto, its role becomes even more pivotal. Unlike traditional finance (TradFi), built on centuries of institutional reputation and established safeguards, crypto is a newer ecosystem with a much shorter historical track record, making trust harder to earn and easier to lose. Users have seen rapid innovation in the industry’s short history, but also numerous scams and cybersecurity breaches. Switching between platforms is easy and, when trust breaks down, consumers can rapidly withdraw from their crypto-asset service provider, or even revert to traditional finance, amplifying the cost of failure for firms.Transparency and protection underpin trust in crypto. Whether users interact with open blockchain protocols, regulated crypto exchanges, or platforms that combine both, they expect clarity about how their funds are protected, how technology operates, and how risks are assessed. Without the historic institutional layers that have traditionally underpinned financial markets, crypto businesses must instil market confidence by demonstrating operational integrity at every turn.“Where trust is lacking, markets react instantly.”Trust is also shaped by regulatory clarity and business conduct. Studies show that interpersonal and regulatory trust are decisive for consumer adoption and investor confidence in crypto assets. Where trust is lacking, markets react instantly. This reality pressures providers to embed robust compliance and transparency into their operations.TradFi evolved through cycles of crisis, scandal, and reform, developing detailed regulatory frameworks in response to broken trust. Crypto moves faster than TradFi ever did, but it cannot ignore the lessons learned: protecting client assets, managing conflicts, ensuring transparency, and the value of a culture that prioritises risk. Failures in crypto, such as lost client funds or unresolved conflicts of interest, often echo issues seen in TradFi, but play out in weeks instead of years.Many crypto businesses, recognising the opportunity to benefit from the skills built up in TradFi, have hired compliance talent directly from banks and investment firms. However, integrating a genuine compliance culture remains uneven. Some firms treat compliance as strategic, led from the top and embedded in every decision. Others still see it simply as a necessary cost, implemented mainly to secure a licence or satisfy minimum regulatory demands.The most successful firms will borrow the right lessons from TradFi, focusing on building forward-looking, proactive risk management and compliance cultures, not merely ticking boxes. Senior management will set the tone, establish accountability, and foster collaboration across functions. Agile, well-integrated risk and compliance frameworks will minimise crises and enable smoother expansion of businesses.“Leaders in crypto increasingly view compliance as an enabler.”Competition in crypto is heating up as more users and institutions engage. Regulatory requirements, when seen as fixed obstacles, can slow innovation. However, firms that embed compliance into strategy and daily operations will discover the opposite: fewer regulatory hurdles, faster product launches, and greater trust – allowing bold growth in a complex market.Leaders in crypto increasingly view compliance as an enabler. Technology-enabled risk tools help firms meet rising expectations from users and regulators, all while retaining speed. Compliance is more than mitigating risk or satisfying authorities; it is instrumental in earning stakeholder confidence, building long-term trust, and differentiating a business.Crypto’s journey to the mainstream is gaining momentum, and the competition is intensifying. The winners will be those who link innovation with real trust, learned from the hard-won lessons of TradFi and delivered by an embedded culture of risk management and compliance. For crypto firms, strong compliance goes beyond surviving regulatory change. It is about thriving as trusted leaders in markets that prize transparency, resilience, and adaptability.As crypto writes its next chapter, trust and compliance will drive, not hinder, bolder innovation and sustainable growth. Innovation, trust, and the crypto compliance mindset | AlixPartners This article first appeared in an issue of GRIP magazine. Trust is the real currency in all financial markets. While crypto markets move]]></content>
    <published>2025-10-08T08:38:37Z</published>
    <updated>2026-10-01T02:40:00Z</updated>
    <link href="https://www.alixpartners.com/insights/102loww/innovation-trust-and-the-crypto-compliance-mindset/" rel="alternate" />
    <author>
      <name>Munib Ali</name>
    </author>
  </entry>
  <entry>
    <title>Ripping up the rulebook: How AI is driving corporate reinvention</title>
    <summary>As we approach 2030, the “corporation of the future” will look radically different from the hierarchical, slow-moving organizations of...</summary>
    <id>urn:uuid:a075fddc-8274-422b-8d72-82c43f9c5af3</id>
    <content type="html"><![CDATA[Ripping up the rulebook: How AI is driving corporate reinvention As we approach 2030, the “corporation of the future” will look radically different from the hierarchical, slow-moving organizations of the past. The time to adapt is now, because it is easier to change an organization before it becomes calcified. Those who cling to outdated structures risk being overtaken and ultimately rendered obsolete.Learn how to leverage AI to shift your organization from reactive to proactive strategies through analyzing real-time data, reducing reliance on lagging KPIs, and empowering teams to act on foresight rather than hindsight: Ripping up the rulebook: How AI is driving corporate reinvention | AlixPartners]]></content>
    <published>2025-07-16T19:23:08Z</published>
    <updated>2026-10-01T02:43:13Z</updated>
    <link href="https://www.alixpartners.com/insights/102ktkl/ripping-up-the-rulebook-how-ai-is-driving-corporate-reinvention/" rel="alternate" />
    <author>
      <name>Chris Mulh</name>
    </author>
    <author>
      <name>Kristina Isakovich</name>
    </author>
    <author>
      <name>Jason Louie</name>
    </author>
  </entry>
  <entry>
    <title>How the new age of AI can guard global markets</title>
    <summary>This article first appeared in the Summer 2025 issue of GRIP magazine. We need to understand the creative potential of artificial...</summary>
    <id>urn:uuid:1fdd8cbf-0219-4ee5-a864-aa629befe5f2</id>
    <content type="html"><![CDATA[How the new age of AI can guard global markets This article first appeared in the Summer 2025 issue of GRIP magazine.We need to understand the creative potential of artificial intelligence (AI) if we are to feel the benefits.The exponential development in AI capabilities and their increasing availability has profoundly altered the ways in which global markets can be used, and misused. No longer limited to analytics, AI now creates, whether through generative algorithms, autonomous agents or deep-learning strategies. It has unleashed immense power with minimal latency. As machine learning transitions to deep learning and reinforcement learning, computers can independently explore, exploit and manipulate both efficient and inefficient financial markets. This is no longer theoretical. AI-powered trading tools are already being deployed in both mainstream and fringe financial environments. They may make markets more efficient, but also more open to abuse.As an example, a report by IOSCO, published in March 2025 titled Artificial Intelligence in Capital Markets: Use Cases, Risks, and Challenges, notes that: “Preliminary research has shown that, even when unintended, multiple black box models will eventually learn to engage in collusive behavior to maximize their profits.”This is just one of several risk types on the increase across global markets because of the speed and power of AI. And global markets, in this context, encompass not only equities, fixed income, foreign exchange and commodities, but also globally traded funds, crypto assets and alternative traded products.“National governments are prioritizing local sovereignty and economic competitiveness over harmonization.” We all benefit from clean, trusted markets. Systemic abuse, as seen in the 2008 global financial crisis and the LIBOR manipulation scandal, damages societies, economies and trust. Market operators have an intrinsic interest in preserving integrity: without trust, there is no market.However, bad actors persist, whether firms or individuals, seeking short-term gain at collective cost. To counter this, society has leaned on regulators. In the past two decades, global authorities have layered extensive regulatory frameworks atop financial systems. From MAR, MiFID II and EMIR in Europe, to Dodd-Frank in the U.S. and MAS regulations in Singapore, all demand costly surveillance investments and intensive reporting. In parallel, regulators have sought to improve cross-regional harmonization of rules and supervisory coordination.Yet that ambition has been disrupted. As the geopolitical environment grows more fragmented, national governments are prioritizing local sovereignty and economic competitiveness over harmonization.BrexitThis shift is already visible in practice. Take Brexit, for example: following the U.K.’s separation from the EU, European authorities lost automatic access to transaction reports from U.K.-regulated firms and EU regulators now rely on the voluntary sharing of suspicious activity reports from the U.K.’s FCA and U.K.-based firms, a significant degradation from pre-Brexit conditions.The rise of AI, however, necessitates a reassessment of this trend. AI enables faster and more complex forms of cross-border market abuse, with a high likelihood of outpacing and outwitting conventional detection systems. Addressing these risks will require greater global coordination than we have previously achieved.Two futures are plausible: the first being reharmonization with a renewed drive for global regulatory convergence, driven by a recognition that fragmented oversight can’t contain AI-driven markets; the second is a move toward greater self-regulation where market players, recognizing the threat to their own viability, step in to fill the regulatory void, collaborating to build further common standards and cooperative monitoring mechanisms.In fact, a hybrid scenario is most likely. But AI introduces a new dimension of risk, which is fast-evolving, opaque and global, and that demands a globally connected supervisory framework. As Ashley Alder, chair of the FCA, noted in a 2024 speech at the U.K. Mission to the EU: “Co-operation around international standards and cross-border collaboration is closely tied to efficient capital formation.The future of surveillanceWhether under harmonized or fragmented regulation, surveillance must evolve. Pivotal trends are reshaping surveillance systems: AI-powered surveillance; and predictive surveillance and behavioral risk scoring.AI-powered surveillanceFirms must use AI to counteract AI. Rules-based monitoring systems, built for past decades, will become increasingly inadequate. While data analytic tools of the recent past still have the capacity to provide value if deployed effectively, they lack the adaptive and anticipatory strength of AI that is being developed.Global regulators are not blind to this shift. In the U.S., the SEC is investing in its own AI tools for detecting insider trading and market manipulation. In the U.K., the FCA has enabled exploration of AI solutions by regulated firms, alongside the drive for appropriate governance and explainability.Moreover, AI is not just a better detector; it promises to improve efficiency. Though still nascent, firms are starting to explore how to use AI to automate alert disposition, triage suspicious activity and manage case records. Deployed effectively, AI-enabled compliance systems can reduce false positives substantially and cut surveillance costs significantly.Predictive surveillance and behavioral risk scoringBeyond detection, surveillance may now shift toward prevention. Behavioral analytics, long discussed and rarely implemented by most institutions, may now become viable. With advances in natural language processing and real-time sentiment analysis, it is conceivable that controls will flag misconduct risks before they manifest. For example, the combination of financial data and communication patterns could highlight potential rogue traders or high-risk counterparties before they act.Large language models (LLMs) can transcribe and translate communications in real time, potentially surfacing misconduct cues before misdemeanors occur. As Neta Meidav, co-founder and CEO of Vault Platform, notes: “Proactive is the name of the game with this technology. It helps companies identify repeated patterns of abuse and intervene before they develop into bigger problems.”However, this raises serious ethical and legal questions. Where is the line between prevention and surveillance overreach? Do firms have the right to profile employees or clients based on AI predictions?Despite all this promise, major hurdles remain. For a start, AI is only as good as the data it ingests. Many institutions operate legacy systems with poor integration and poor, inconsistent data. Smaller tech-native firms (for example, in crypto) are better placed to build clean data models.Society must also decide how far to go in profiling behaviors and predicting misconduct. Striking the right balance between clean markets and privacy is a cultural and legal challenge. And, for the time being, AI still hallucinates, fails unpredictably, and is difficult to audit. In critical systems like surveillance, such flaws are unacceptable and, for now, human oversight remains essential.Many AI models are currently black box solutions. Stakeholders such as regulators require explainability to hold firms accountable. Without interpretability, adoption will be limited. And there are challenges around skills and the resistance to change. Talent, budget, time and inertia pose challenges. Firms must invest in new skill sets, retool operating models, and overcome cultural resistance.Where next? A call to actionWe stand at a crossroads. Society-changing AI is not coming; it is here, reshaping the risks that global markets face. Meanwhile, the regulatory frameworks that protect those markets are strained by nationalism, fragmentation and lagging technology.To respond appropriately, market actors and regulators alike must act now.Implementation of dynamic risk assessments: firms will need to move away from static, annual reviews to ongoing assessments that better capture fast-evolving risks to market integrity.AI integration across other oversight controls: surveillance is just one of many control mechanisms to prevent, detect and deter misconduct. Firms should be extending AI capability into management/supervisory dashboards, board reporting and enterprise risk systems.Construction of governance and operating models fit for AI-enabled controls: institutions should proactively address key roadblocks to AI adoption in control functions, including model explainability, ethical oversight, data quality and skills development. The design of future-ready operating models will help firms to fully leverage the increased effectiveness and efficiency that AI can bring to surveillance and other controls.Finally, while regulators are making strong efforts to coordinate supervision, they must recommit to a strengthened framework that enables harmonized regulation and cross-border collaboration. In a world of borderless technology, only international cooperation can preserve market integrity. The tools may be new, but the imperatives are timeless: trust, transparency and fairness in the markets that underpin our economies. How the new age of AI can guard global markets | AlixPartners This article first appeared in the Summer 2025 issue of GRIP magazine. We need to understand the creative potential of artificial]]></content>
    <published>2025-06-24T15:17:39Z</published>
    <updated>2026-10-01T02:43:48Z</updated>
    <link href="https://www.alixpartners.com/insights/102kpbc/how-the-new-age-of-ai-can-guard-global-markets/" rel="alternate" />
    <author>
      <name>Munib Ali</name>
    </author>
  </entry>
  <entry>
    <title>State of enterprise technology</title>
    <summary>The technological landscape in 2025 is defined by two opposing forces: unprecedented promise and unrelenting pressure. AI and Generative...</summary>
    <id>urn:uuid:858a8f21-adc6-44fc-8f2b-e2b612616884</id>
    <content type="html"><![CDATA[State of enterprise technology The technological landscape in 2025 is defined by two opposing forces: unprecedented promise and unrelenting pressure. AI and Generative AI (GenAI) have captured global attention, promising to transform how we work, communicate, and compete. Yet, beneath this wave of innovation lies an equally significant narrative – one of cost scrutiny, technical debt, and the hard realities of enterprise modernization, particularly with new challenges from tariffs and rising uncertainty.In this report, we gather together insights from more than 20 AlixPartners Technology experts who work closely with clients across a wide range of technology domains and key industry verticals. Their perspectives provide an inside view on how companies are balancing ambitious transformation efforts with pragmatic decision-making. Encouragingly, most leaders see disruption as a catalyst for growth: business executives are four times more likely to view it as a significant revenue opportunity than a threat, according to our latest Digital Disruption Survey. But excitement and optimism for some spells unease for others. Sixty-eight percent of executives see GenAI as the biggest disruptive opportunity, but 63% of CEOs also worry that their companies cant keep pace with the change.AI is the headline story, of course, but it is not the only one. We also see the vital role that technology continues to play in driving business performance – whether that’s in supporting growth, or in delivering productivity and efficiency gains through a wide range of technologies, from agentic AI and robotics to operational tech. And that means confronting slow-burning, long-term issues that can no longer be ignored. Business and technology leaders are grappling with the cost of cloud, compute, and storage. They are managing sprawling application stacks and planning ERP overhauls that will define their next decade, while in parallel juggling significant demand for a new breed of AI-enabled workloads.And in the face of all this, they’re under pressure to do even more with less. Every tech dollar now comes with an ROI expectation, particularly as boards are increasingly interested in technology as a key factor in driving growth. Every initiative must show its value – fast.The insights in this report present a clear-eyed view of the state of play in 2025: a time of profound change, grounded by practical decision-making. We hope this collection of expert perspectives can inform your own strategic thinking. State of enterprise technology | AlixPartners]]></content>
    <published>2025-06-23T20:20:39Z</published>
    <updated>2026-10-01T02:43:50Z</updated>
    <link href="https://www.alixpartners.com/insights/102kpmo/state-of-enterprise-technology/" rel="alternate" />
    <author>
      <name>Paul Kelly</name>
    </author>
    <author>
      <name>Gökhan Öztürk</name>
    </author>
    <author>
      <name>Chris Rollo</name>
    </author>
    <author>
      <name>Oli Freestone</name>
    </author>
  </entry>
  <entry>
    <title>More than 60% of Organizations Are Insufficiently Prepared to Address Urgent Geopolitical, Cybersecurity, and Regulatory Risks, According to a New Survey of 1,000 Executives </title>
    <summary>AlixPartners today released the headline results from its 2025 Global Risk Survey, which offers critical insights into pressing risks today’s businesses face in an era of unprecedented volatility. The results are based on responses from 1,000 senior executives serving in legal, compliance, and risk functions across the globe. The survey identifies major gaps in preparedness as well as benchmarks for where regional and industry peers stand
</summary>
    <id>urn:uuid:ac5b7201-09cc-499a-9ecc-dc1bd680ba5e</id>
    <content type="html"><![CDATA[More than 60% of Organizations Are Insufficiently Prepared to Address Urgent Geopolitical, Cybersecurity, and Regulatory Risks, According to a New Survey of 1,000 Executives AlixPartners’ 2025 Global Risk Survey reveals major preparedness gaps despite heightened risk of financial crime and corporate litigation NEW YORK (April 30, 2025) – AlixPartners today released the headline results from its 2025 Global Risk Survey, which offers critical insights into pressing risks today’s businesses face in an era of unprecedented volatility. The results are based on responses from 1,000 senior executives serving in legal, compliance, and risk functions across the globe. The survey identifies major gaps in preparedness as well as benchmarks for where regional and industry peers stand. With the threat of an economic downturn now looming, 61% or more organizations are not sufficiently prepared to address critical risks, ranking themselves between somewhat prepared and not prepared at all. That trend extends from data privacy (61%) and AI threats (68%) to geopolitical impacts (71%), supply chain disruptions (70%) and more. “Today’s businesses face many risks—a potential recession, rapidly changing regulatory policies, mounting geopolitical tensions, and AI-driven disruption,” said Louis Dudney, Global Leader – Investigations, Disputes and Risk. “Amid this uncertainty, executives rightly anticipate an increase in financial crime and corporate litigation and are increasingly turning to new technologies to mitigate a wide variety of risks.” Additional key findings include: Financial crime. Over 60% believe financial crime will increase in the next 12 months. Sixty-three percent are investing in technology to combat it—yet only 44% say their technology is very effective at detecting and analyzing risk factors. Regulatory. The majority of organizations are insufficiently prepared to adapt to international (71%), national (64%), and local (58%) regulatory changes. And with the sanctions landscape in flux, only about a third feel sufficiently prepared to respond to potential changes. Technology. More than 60% of organizations are not adequately prepared to address cybersecurity incidents, data privacy breaches, and to keep pace with technological advancements. When it comes to AI, almost all (93%) are implementing AI into their business operations—but only about half have an AI leader or AI policies and guidance in place. Litigation. Nearly 70% believe corporate litigation will increase in 2025. Among those who expect litigation to grow by more than 10%, about 6 in 10 plan to raise their outside counsel budget and/or increase engagement with those providers. Fielded in February 2025, the survey includes responses from professionals based in the U.S., the UK, Western Europe, Asia Pacific, and Latin America. They operate in a variety of industries, with the largest numbers coming from financial services, technology, and manufacturing. The key findings released today spotlight global trends as well as important insights specific to these regions and industry sectors. “As legal, risk, and compliance professionals seek to manage their organizations’ vulnerabilities, we believe the insights gathered in this report will help them identify and address key business priorities in the year to come,” Dudney said. To explore AlixPartners’ key findings, click here. Be sure to stay tuned for more insights from AlixPartners’ 2025 Global Risk Survey as the firm’s subject matter experts explore key themes, industries, and region-specific findings in greater depth. Throughout, the report analysis will be updated to incorporate the latest headlines and key policy changes impacting businesses around the world. About AlixPartnersAlixPartners is a results-driven global consulting firm that specializes in helping businesses successfully capitalize on opportunities and address critical challenges. Our clients include companies, corporate boards, law firms, investment banks, private equity firms, and others. Founded in 1981, AlixPartners is headquartered in New York and has offices in more than 20 cities around the world. For more information, visit www.alixpartners.com. Contact: Ed Canaday+1 917 434 5075scanaday@alixpartners.com More than 60% of Organizations Are Insufficiently Prepared to Address Urgent Geopolitical, Cybersecurity, and Regulatory Risks, According to a New Survey of 1,000 Executives | AlixPartners]]></content>
    <published>2025-04-30T00:00:00Z</published>
    <updated>2026-03-24T10:00:55Z</updated>
    <link href="https://www.alixpartners.com/newsroom/press-release-more-than-60-of-organizations-are-insufficiently-prepared-to-address-urgent-geopolitical-cybersecurity-and-regulatory-risks-according-to-a-new-survey-of-1-000-executives/" rel="alternate" />
    <author>
      <name>AlixPartners</name>
    </author>
  </entry>
  <entry>
    <title>Solving the energy transition paradox</title>
    <summary>Net zero optimism is high, but insufficient planning and ambiguous metrics can lead to missed milestones As part of our inaugural Energy...</summary>
    <id>urn:uuid:3f1501ec-5ddd-4e8b-892f-0b0158f0d76c</id>
    <content type="html"><![CDATA[Solving the energy transition paradox Net zero optimism is high, but insufficient planning and ambiguous metrics can lead to missed milestonesAs part of our inaugural Energy Industries Transition Report, AlixPartners surveyed nearly 400 executives across all regions in the energy value chain on their companies drive to meet net zero goals by 2050. Executives commitment and confidence is high, with three-quarters of respondents believing their companies will succeed in meeting these goals. The end-to-end energy value chain is comprised of carbon-heavy businesses which have a disproportionate impact on greenhouse gas emissions. Energy and capital intensive process industries (EPI) play a pivotal role in the globes sustainability journey. As the broad sense of urgency to decarbonize mounts, so does the pressure to grow volumes, expand margins, innovate, and respond to disruption. Download the full report here: Solving the energy transition paradox | AlixPartners Net zero optimism is high, but insufficient planning and ambiguous metrics can lead to missed milestones As part of our inaugural Energy]]></content>
    <published>2025-03-19T14:23:36Z</published>
    <updated>2026-10-01T02:49:32Z</updated>
    <link href="https://www.alixpartners.com/insights/102k53s/solving-the-energy-transition-paradox/" rel="alternate" />
    <author>
      <name>Matt McCauley</name>
    </author>
    <author>
      <name>Vance Scott</name>
    </author>
    <author>
      <name>Bill Ebanks</name>
    </author>
    <author>
      <name>David Hindman</name>
    </author>
    <author>
      <name>Robert Sullivan</name>
    </author>
  </entry>
  <entry>
    <title>Building a future-proof supply chain: Navigate tariffs and economic uncertainty</title>
    <summary>In a disruption-heavy global trade environment, businesses must be prepared for uncertainty. From fluctuating tariffs to regulatory shifts to geopolitical disruptions, building a resilient and adaptable supply chain is more critical than ever.
</summary>
    <id>urn:uuid:9842371c-7bda-4c75-9d0b-bf1060e15e6e</id>
    <content type="html"><![CDATA[Building a future-proof supply chain: Navigate tariffs and economic uncertainty In a disruption-heavy global trade environment, businesses must be prepared for uncertainty. From fluctuating tariffs to regulatory shifts to geopolitical disruptions, building a resilient and adaptable supply chain is more critical than ever. Welcome to your hub for actionable insights on navigating trade challenges. Explore our expert resources and equip your business with the knowledge needed to navigate uncertainty with confidence. What youll find here Risk Mitigation Strategies: Explore best practices for diversifying suppliers, managing geopolitical risks, and securing supply chain stability. Resilient Supply Chain Tactics: Learn how global organizations are rethinking logistics, optimizing sourcing strategies, and leveraging technology to maintain operational efficiency. Expert Analysis &amp; Thought Leadership: Gain insights from industry leaders and supply chain experts to make informed decisions. Why resilience matters Global trade is more volatile than ever. Companies that proactively manage risks and invest in flexible supply chain strategies are better positioned to maintain profitability, ensure product availability, and stay competitive in their markets. Learn more about how AlixPartners’ AI-enabled Global Trade OptimizerTM can help you mitigate complex supply chain risk and improve cost performance, when it really matters. Insights Media &amp; Entertainment Tariff Impact Point of View on Tariff announcement to productions outside of U.S. Trade tensions rise as global freight markets soften Trade tensions escalated over the past month, with the U.S. announcing a 25% tariff on imports from Canada and Mexico (implementation delayed by 30 days), reinstating a 25% tariff on steel, increasing aluminum tariffs from 10% to 25%, and imposing an additional 10% tariff on all Chinese imports. In retaliation, China levied a 15% tariff on U.S. LNG and introduced a 10% tariff on crude oil, agricultural machinery, and other key sectors. New Year, new challenges: Navigating shifting supply chain trends As we kick off 2025, global supply chains continue to shift. Ocean rates declined through December but saw a slight increase in early January as Lunar New Year (Jan 29, 2025) imports surged. Rates on Asia-EMEA lanes climbed further due to an equipment shortage, while air freight also saw modest rate increases, though still well below last year’s extreme peak-season levels. Tariffs, freight, and inventory movements In November, North American Supply Chain leaders shifted their focus to tariff mitigation and began putting in place or executing plans to prepare for the potential impact of new or increased tariffs. Subscribe to the Supply Chain Market Pulse newsletter In today’s fast paced global market timing is everything. You want to protect, grow or transform your business. We offer insights into the key trends and challenges in the supply chain. Your direct line to operational success How much will tariffs really raise prices—especially if retailers are unable to offset the costs? CNBC Squawk Box features AlixPartners analysis suggesting prices may rise, but businesses have options to offset these costs and protect customers from price hikes. Watch the full video here. Global Trade Optimizer™ AlixPartners’ Global Trade Optimizer™ (GTO) is a proprietary big data and analytics platform that helps businesses reduce tariff exposure, mitigate complex supply chain risk and improve cost performance, when it really matters. Leverage cutting-edge tech to custom build models of your end-to-end supply chain costs and resilience, quantify the impact of tariffs across your entire value chain, and enable faster, more informed decision making. Industry insights Tariff and Trade Disruption | International Trade Consulting | AlixPartners]]></content>
    <published>2025-03-12T14:33:07Z</published>
    <updated>2026-03-20T20:06:02Z</updated>
    <link href="https://www.alixpartners.com/tariff-and-trade-disruption/" rel="alternate" />
    <author>
      <name>AlixPartners</name>
    </author>
  </entry>
  <entry>
    <title>The future of retail forecasting: AI-powered predictive customer forecasting</title>
    <summary>Beyond the Hype: Realizing AI's potential in retail How do you drive tangible business results through AI? We’ve partnered with top...</summary>
    <id>urn:uuid:e14f0225-fe5b-49c6-b9b2-2624d1ec55b1</id>
    <content type="html"><![CDATA[The future of retail forecasting: AI-powered predictive customer forecasting Beyond the Hype: Realizing AIs potential in retailHow do you drive tangible business results through AI? We’ve partnered with top global retailers to answer this question, resulting in transformative solutions that maximize impact through targeted AI investments. In this series we explore how innovative AI solutions are transforming the retail industry, driving smarter decision-making and stronger financial performance. Each article breaks down examples of our practical, real-world applications of AI—from forecasting and pricing to inventory optimization and customer strategy— showcasing how retailers can use the AlixPartners AI Profit Engine to unlock growth, improve margins, and stay ahead in an increasingly competitive market. In this first article, we focus on forecasting.__________________________________________________Top-down strategic planning and forecasting methods no longer suffice. These outdated approaches rely on static assumptions and broad financial targets, often failing to capture key growth drivers, such as customer trends, pricing dynamics, competitive shifts, and macroeconomic factors. As a result, many retailers struggle to align financial planning with real-world market conditions, leading to missed opportunities, costly inefficiencies, and underachieving financial targets.Traditional forecasting limits business potentialTraditional top-down forecasting and planning can impede a retailer’s success. These forecasts typically oversimplify factors that influence business performance by omitting key levers such as regional performance, customer retention, and competitive dynamics. They are difficult to adapt, requiring frustrating iterations that burden financial teams and delay decisions. Top-down forecasting is often used alongside siloed bottom-up forecasting, where merchandising, marketing, and retail teams independently create plans and assumptions for the upcoming year. These forecasts are usually combined at the end of the process but often fail to align, resulting in inconsistent and flawed outcomes. Most importantly, these forecasts do not predict the two most crucial factors in a retailer’s success: the number of customers and how much they will spend. The result is a disconnected forecast that, at best, does not align with operational realities and, at worst, sets an unrealistic and unachievable financial plan that results in lost customers, falling revenue, and missed investor targets.Enhance forecast accuracy with an AI-powered predictive customer forecastAI-driven predictive customer forecasting has the power to give retailers a strategic edge by providing future visibility into the number of customers and customer spend using a sizable amount of historical company and non-company data and AI and analytics capabilities. The resulting model takes traditional forecasting data points and expands them to include factors such as pricing strategies, marketing investments, inventory availability, competitive pricing, macroeconomic conditions, and more, enabling retailers to predict future customer counts, spend and, ultimately, revenue. Real-time scenario planning: The game-changerAI-driven customer forecasting is truly transformative because it enables real-time scenario planning. Unlike traditional forecasts that are static, cannot account for changing market conditions, and require tedious, frustrating cycles with finance teams to update, an AI-driven model continuously analyzes new data to reflect the current market realities. Retailers can simulate different scenarios—adjusting prices, reallocating marketing spend, or increasing inventory—to immediately see how these changes interact with one another and impact customer counts, spend, and financial outcomes.With AI-driven customer forecasts, retailers improve the quality and speed of their decision-making while alleviating pressure on finance teams. Case study: A wholesale/retailer’s AI-driven forecast transformationA multi-billion-dollar apparel, omnichannel wholesale/retailer was facing sales pressure, shrinking EBITDA margins, and difficulties accurately forecasting business performance. Their challenges included marketing performance, low productivity due to revenue churn, and pricing challenges due to inflation and promotional planning. Most critically, the company struggled to accurately forecast business performance due to the complexity of the ever-changing consumer and the key inputs and investments into the business. To help with a forecast transformation, AlixPartners developed a comprehensive planning tool centered around an AI-driven predictive customer forecast model. We leveraged hundreds of inputs, over many years, to predict sales for the coming year and provided clear, actionable insight into:How marketing investments and price changes work together to drive growth.How to stem customer decline while maximizing profitability. How inventory levels in key categories could be used to stimulate demand while attracting new customersHow to mitigate tariffs and other cost of good increases through pricing The results? Implementation of the AI customer forecast model and associated recommendations led to EBITDA margin improvement through increased sales and effectiveness in both marketing and promotions. The AI customer forecast also informed longer-term strategic plans through improved inventory buying for future periods.Implementing AlixPartners’ AI-driven customer forecasting model was a game-changer for our business. For the first time, we had real-time visibility into the levers driving customer growth, allowing us to fine-tune pricing, marketing, and inventory decisions with confidence. The impact was immediate—improved short- and long-term forecast accuracy, stronger margins, and a more agile response to market shifts. This approach didn’t just refine our planning; it transformed the way we operate. — SVP FP&amp;A A superior way to drive resultsBy shifting from traditional top-down forecasting to AI-driven predictive customer forecasting, retailers can align financial targets with operational decisions in a way that is both dynamic and data driven. AI-driven predictive customer forecasting is not just for annual budget cycles. Retailers can leverage the output to inform various strategic decisions – from validating quarterly guidance, to testing promotional strategies before deploying them. With ongoing insights and endless adaptability, an AI-driven model empowers leadership to optimize resources, respond quickly to changing conditions, and invest strategically in the areas that matter most.In today’s hyper-competitive and rapidly evolving retail landscape, businesses that fail to evolve will fall behind; the future belongs to those who can predict it. Contact our experts to learn more about how the AlixPartners AI Profit Engine is helping retailers unlock the power of real-time, data-driven decision-making. The future of retail forecasting: AI-powered predictive customer forecasting | AlixPartners Beyond the Hype: Realizing AIs potential in retail How do you drive tangible business results through AI? We’ve partnered with top]]></content>
    <published>2025-03-03T19:06:06Z</published>
    <updated>2026-10-01T02:49:44Z</updated>
    <link href="https://www.alixpartners.com/insights/102k2es/the-future-of-retail-forecasting-ai-powered-predictive-customer-forecasting/" rel="alternate" />
    <author>
      <name>Justin MacFarlane</name>
    </author>
    <author>
      <name>Matt Mitchel</name>
    </author>
  </entry>
  <entry>
    <title>Hospitality Market Monitor – Sites hold steady in 2024 but Q4 closures show costs are biting</title>
    <summary>Britain’s pubs, restaurants and hotels overcame widespread challenges to end 2024 with virtually the same number of premises as 12 months...</summary>
    <id>urn:uuid:69de49cb-33d2-4081-b6be-3985af0976a4</id>
    <content type="html"><![CDATA[Hospitality Market Monitor – Sites hold steady in 2024 but Q4 closures show costs are biting Britain’s pubs, restaurants and hotels overcame widespread challenges to end 2024 with virtually the same number of premises as 12 months earlier, the new Hospitality Market Monitor from CGA by NIQ and global consulting firm AlixPartners shows.The study tracks Britain’s ‘licensed’ hospitality sector – a wide range of licensed venues spanning a wide variety of operating outlet, including pubs, bars, restaurants, cafes, nightclubs, fast-food outlets and hotels.The exclusive report shows a total of 99,120 outlets operating in December 2024, compared to 99,113 in December 2023. It represents a year of solid consolidation after contraction in both 2022 and 2023, when the licensed sector shrunk by 4.5% and 2.9% respectively.However, the year-on-year comparison disguises substantial churn in hospitality, as many venues changed hands and some group-owned units switched to new trading formats. There were 4,078 closures and 4,085 openings over 2024—a turnover equivalent to 11 venues a day.Closures accelerated in the final quarter of 2024, the Hospitality Market Monitor reveals, in what is hospitality’s busiest time, due to mounting cost pressures and changing consumer habits. Site numbers contracted by 0.7% between October and December—an average of just over 8 net closures per day—as cost pressures mounted and some consumers tightened their spending. This last quarter contraction means 748 venues were lost in the three-month period, and if this trend were to continue, annualised it would represent a net loss of nearly 3,000 venues.The latest findings show encouraging trends for pubs, bars and sports and social clubs. While the number of food-led venues has fallen by 0.7% year-on-year, total drink-led sites have risen by 0.5%. Independently-run food-led sites have been particularly robust, with growth of 1.0% in 2024 compared to a 3.2% drop in the number of food-led venues run by multi-site groups.Partner and Managing Director Graeme Smith said: The sector has learnt how to operate in tough times over the course of the past few years, and there is a sense that this ability will be tested again this year, becoming more important than ever. The changes to the national minimum wage, national insurance and business rates will render many marginal sites unviable and cause businesses to look at how to right-size their operations for this new environment. “While we expect the consumer outlook to improve and M&amp;A to build as we move further through the year, a significant number of businesses will remain vulnerable. The turnover of sites will continue too, we expect, as operators increasingly focus on core operations, close ancillary sites and reassess opening pipelines. Restructurings and rescue deals will be an inevitable and necessary feature of this stage in the business cycle.“In the face of this disruption, it is vital that businesses define the key actions they need to be taking – and where they need to be taking them – in order to mitigate the additional costs facing the industry.” Read the full Q4 2024 Hospitality Market Monitor below or download from here: Hospitality Market Monitor – Sites hold steady in 2024 but Q4 closures show costs are biting | AlixPartners]]></content>
    <published>2025-01-30T09:22:06Z</published>
    <updated>2026-10-01T02:51:57Z</updated>
    <link href="https://www.alixpartners.com/insights/102jxs6/hospitality-market-monitor-sites-hold-steady-in-2024-but-q4-closures-show-costs/" rel="alternate" />
    <author>
      <name>Graeme Smith</name>
    </author>
    <author>
      <name>Craig Rachel</name>
    </author>
  </entry>
  <entry>
    <title>Consumer Products Corner - Consumer pulse: Strong 2024 growth, but will the new administration change the mood?</title>
    <summary>The holiday season brought another consistent quarter of growth in retail and e-commerce sales, fueled by higher revolving consumer...</summary>
    <id>urn:uuid:a0f418e1-65ba-49ad-8221-518735657d5d</id>
    <content type="html"><![CDATA[Consumer Products Corner - Consumer pulse: Strong 2024 growth, but will the new administration change the mood? The holiday season brought another consistent quarter of growth in retail and e-commerce sales, fueled by higher revolving consumer credit and rising consumer incomes. A resurgence in consumer confidence and potential stabilization in the housing market have also driven increased spending on home furnishings. However, the rise in the Consumer Price Index (CPI) could yet dampen discretionary spending, as we move into a new administration where tariff overhauls may be poised to reshape the consumer landscape. Strong retail sales to close 2024 Consumer sentiment picks back up Debt holds steady while income continually grows On a monthly basis, AlixPartners charts sales, sentiment and supply chains in consumer-facing businesses. Learn more about the Consumer Products Corner newsletter and read previous articles, here. Consumer Products Corner - Consumer pulse: Strong 2024 growth, but will the new administration change the mood? | AlixPartners]]></content>
    <published>2025-01-29T21:38:06Z</published>
    <updated>2026-10-01T02:51:58Z</updated>
    <link href="https://www.alixpartners.com/insights/102jvkk/consumer-products-corner-consumer-pulse-strong-2024-growth-but-will-the-new-a/" rel="alternate" />
    <author>
      <name>Randy Burt</name>
    </author>
    <author>
      <name>Brett Meyer</name>
    </author>
    <author>
      <name>Ben Roers</name>
    </author>
  </entry>
  <entry>
    <title>Retail media's next frontier: Transforming the advertising landscape</title>
    <summary>This is the fifth chapter of our 2025 Media &amp; Entertainment Industry Predictions Report. You can find the full report here.  In our 2024...</summary>
    <id>urn:uuid:136fea45-f74f-40a1-a0de-ae01e9e0520e</id>
    <content type="html"><![CDATA[Retail medias next frontier: Transforming the advertising landscape This is the fifth chapter of our 2025 Media &amp; Entertainment Industry Predictions Report. You can find the full report here. In our 2024 predictions report, we highlighted the shift in advertiser budgets toward digital platforms—particularly streaming services (from live and catch-up TV to pure streaming platforms) and retail media—at the expense of traditional channels. Today, we observe the convergence of the streaming services and retail media trends, accelerating disruption within the media industry. The definition of retail media is evolving fast— and so is the revenueRetail media, as defined by the Interactive Advertising Bureau (IAB), “encompasses the digital advertising space, retail data, and in-store opportunities that retailers or marketplaces own and make available for brands to run powerful ad campaigns.” Retailers’ first-party data—collected directly from their customers—enables hyper-targeted campaigns that don’t just sell but resonate, boosting brand loyalty. But retailers are no longer confined to their own assets; they’re reaching further, and the impact is huge. What started as basic ad placements on retailers’ sites and in stores has transformed into a dynamic ecosystem where online, in-store, and third-party channels are interconnected, creating a holistic advertising powerhouse fueled by rich first-party data.Retail media is one of the fastest growing segments in digital advertising, projected to reach 18% of total digital ad revenue by 20281. The momentum is undeniable: Amazon Advertising has clocked an impressive 23% CAGR over the last three years, outpacing Google’s 13% and Meta’s 12%2. And it’s not just the digital giants—traditional retailers such as Walmart ($4 billion), Target ($1.2 billion), and Tesco ($0.7 billion)3 have made substantial investments and are poised to ride the wave. As a result, retail media is on track to surpass traditional TV advertising by 2026. Retail media is at a pivotal moment. Between the e-commerce boom during the pandemic, the diminishing use of third-party cookies, and the quest for new revenue streams, retailers now stretch beyond their natural boundaries. Here’s what’s next: Retail media and streaming services: The new frontier for advertisingIn 2024, U.S. retail media spend is expected to soar to $55 billion, with CTV advertising following at $28 billion4. As both areas continue growing, we’re witnessing new partnerships form between retailers and streaming services to create a seamless, connected experience for consumers. Imagine an ad journey that blends online shopping behavior with streaming habits—retail media is turning that vision into reality. By integrating the two, brands can leverage first-party retailer data for precise, personalized ad targeting and dynamic ad experiences This convergence offers brands a complete view of the customer journey, positioning retail media as a full-funnel solution. As more alliances form between retailers and streaming giants, they will redefine the industry landscape. And retailers are not stopping there. In the past couple of years, they have also partnered with social media networks to capitalize on social shopping trends, even forging unlikely alliances such as Amazon with Pinterest and Meta5. The global play: Retail media goes worldwideThe majority of the 2206 retail media networks today are located in North America (66) and Western Europe (95). Retail media networks first emerged in the U.S. 20 years ago and reached Western Europe within five years. This eastward expansion continues, and we believe will pick up pace in the near future, as e-commerce and digital transformation accelerate across the globe. More retailers will create retail media networks, leveraging their unique customer data pools to connect brands with audiences, offering new ways for advertisers to engage consumers. 2025 will be the year media agencies double down on retail mediaAs retail media disrupts the advertising landscape, agencies need to juggle fragmented platforms, varying ad formats, inconsistent data structures, and differing targeting capabilities—all while developing and mastering new metrics and KPIs. This requires specialized skills and advanced data management systems. In the past 18 months, agencies have stepped up to tackle these challenges head-on and integrate retail media into broader ad ecosystems by: Building in-house expertise: Agencies are cultivating specialized teams dedicated to retail media, ensuring they stay agile and meet the fast-evolving market demands (i.e., Dentsu’s retail media practice). Some are even acquiring niche talent and companies to bolster their capabilities (i.e., Publicis Groupe and CitrusAd, Omnicom and Flywheel). Investing in technology: By developing proprietary tools, agencies are enhancing their targeting precision, streamlining integration processes, and improving measurement metrics, all to offer a more data-driven approach (i.e., IPG’s unified retail media solution). Partnering with platforms: Collaborating directly with retail media networks, agencies gain exclusive access and optimized operations, which creates seamless experiences for their clients and maximizes media impact (i.e., Tesco Media and GroupM, Amazon Ads and Omnicom).In 2025, we expect the Big Six and regional media agencies to pursue more strategic acquisitions, partnerships, and capability development while they reevaluate their operating models and technology to fully leverage the potential of retail media across the globe. Our predictions for retail media in 2025The growth of retail media is transforming the advertising industry, offering significant opportunities but also introducing new challenges. As retail media expands to include streaming services and social media, media agencies and brands face increasing operational difficulty. Evolving operating models and capabilities will be essential to manage fragmented platforms, varied ad formats, and inconsistent data structures, alongside heightened data privacy requirements. Those that can adapt to navigate this complexity will gain a competitive edge, driving the future of digital advertising. 1. Statista, Dentsu, eMarketer data and AlixPartners analysis 2. Quartr Research 3. Company financials and IR reports4. Statista, Dentsu, eMarketer data and AlixPartners analysis 5. Company press releases, AlixPartners research6. Mimbi Retail medias next frontier: Transforming the advertising landscape | AlixPartners This is the fifth chapter of our 2025 Media &amp; Entertainment Industry Predictions Report. You can find the full report here. In our 2024]]></content>
    <published>2025-01-29T19:37:06Z</published>
    <updated>2026-10-01T02:51:59Z</updated>
    <link href="https://www.alixpartners.com/insights/102jxrn/retail-medias-next-frontier-transforming-the-advertising-landscape/" rel="alternate" />
    <author>
      <name>Grace Lee</name>
    </author>
  </entry>
  <entry>
    <title>Corporate carve-outs and Kaizen: How Japanese companies can leverage the private equity boom for transformational success</title>
    <summary>An abridged version of this article appeared in Nikkei Asia on January 20, 2025. After decades of suboptimal shareholder returns,...</summary>
    <id>urn:uuid:c91096bd-512a-4b0a-9567-230762761c1d</id>
    <content type="html"><![CDATA[Corporate carve-outs and Kaizen: How Japanese companies can leverage the private equity boom for transformational success An abridged version of this article appeared in Nikkei Asia on January 20, 2025.After decades of suboptimal shareholder returns, Japanese conglomerates are now facing both market and regulatory pressures to improve performance. To do so, they are considering a variety of levers including operating model transformation, divestitures of non-core and underperforming businesses, headcount reduction, and cost optimization. The same value-creation potential has been recognized by and, in many cases, driven by private equity investors and activist funds, which have been using corporate carve-outs and restructuring to achieve a renewed focus on business growth. In an economy where risk-taking has often been avoided and change met with skepticism, this surge in private equity activity provides a crucial catalyst for businesses to innovate, streamline operations, and boost competitiveness.Forward-thinking Japanese companies can harness the momentum of private equity to break free from mediocrity. The shift towards carve-outs, restructuring, and PE-driven value creation in the face of economic stagnation offers a path to success for organizations ready to take advantage. But these actions cannot simply be implemented as they function in North America and Europe—they must be adapted to the culture, history, and structure of Japanese management. Companies that can translate their practices effectively will be able to dramatically improve their profitability and productivity. In this article, we show how to manage these intricacies for sustained operational efficiency and post-deal value. The opportunity: A private equity boom in JapanIn recent years, private equity has surged in Japan, presenting unique opportunities for businesses. Additionally, activist investor engagement has significantly increased over the past decade. The number of activist funds holding stakes in public Japanese companies has grown ninefold, from 8 in 2014 to 73 in 2024, and shareholder proposals by activists have increased sixteen-fold, from 4 to 66 during the same period. Many of these proposals include the carve-out or separation of non-core assets to focus on profitability in the core business, paying down debt, or buying back shares to increase shareholder returns. This wave of restructuring and activism signals that more companies are open to reevaluating their core operations and divesting non-core assets. Successful exits for private equity acquisitions of corporate carve-outs include Hitachi carve-out Kokusai Electric, which was listed on the Tokyo Prime Market Index in October 2023 by KKR and was the largest private equity-backed IPO in Japan.An influx of capital into Japanese markets is another critical factor. Private equity fundraising for Japan-specific funds (which excludes Japan market allocations from the Asia funds) averaged JPY 0.3 trillion annually from 2016 to 2020. Fundraising then doubled to an average of JPY 0.6 trillion in 2022-2023 and increased to JPY 0.9 trillion in 2023. This rise in equity capital is largely driven by both domestic and global PE funds establishing local subsidiaries, signaling that the international investment community sees the potential in Japan. New government policies, such as tax benefits enabling citizens to invest in equity retirement funds, have also unlocked new sources of capital for PE firms. In addition, the availability of debt capital has remained robust. Japan’s continued low-interest-rate environment, coupled with yen depreciation, has made it easier for companies to finance acquisitions. This is particularly favorable for PE-backed deals, where debt financing can amplify returns. For Japanese companies, this means the capital needed to restructure and reposition for growth is readily available.As a result, private equity deal volume in Japan averaged JPY 1.3 trillion annually from 2016 to 2020. This volume then increased by 1.5 times to an average of JPY 3.2 trillion in 2021-2022), and further surged to JPY 5.9 trillion in 2023. Why now? Carve-outs as catalysts for growthCorporate carve-outs—wherein a company sells off a division or subsidiary to create a separate entity—are becoming a central feature of the Japanese PE landscape. For companies, this presents a key opportunity to streamline operations and focus on core strengths, freeing up resources for innovation and growth while remaining true to the traditions of Japanese management.In many ways, carve-outs align with the Japanese cultural ethos of self-help and gradual, continuous improvement (“Kaizen”). Rather than pursuing aggressive takeovers or disruptive changes, carve-outs allow for more focused, management-intensive restructuring. By divesting underperforming or non-core business units, companies can concentrate on what they do best while leaving behind what no longer fits their long-term strategy—setting those assets up to operate on their own.Carve-outs require a more hands-on approach than acquisitions or selling assets to be subsumed by other companies; this, too fits well with Japanese management culture. These transactions are not just about financial engineering; they require operational expertise and a deep understanding of how to maximize post-deal value for both parties. Private equity firms involved in carve-outs are not simply restructuring balance sheets—they are helping companies transform their operations, improve governance, and achieve long-term success.This shift also fits into a broader trend where the government and financial institutions are no longer obstacles to restructuring. In fact, they are actively encouraging it. Japanese regulators are promoting corporate governance reform, while banks are increasingly open to supporting companies that pursue PE-backed carve-outs and other forms of restructuring. The barriers that once prevented companies from fully engaging in this type of transformation are falling away. Pre-deal challenges: Navigating the complexities of carve-outsDespite abundant opportunities, the challenges of executing a successful carve-out in Japan should not be underestimated. Pre-deal challenges can be significant, especially when dealing with a corporate culture that values consensus and careful deliberation. One of the most prominent hurdles is the traditional Japanese decision-making process, rooted in the concepts of nemawashi (informal groundwork to build consensus) and ringi (formal approval by multiple stakeholders). This can lead to slower execution of the deal process than American and European PE firms are used to, as companies must ensure that internal stakeholders are aligned before proceeding. For carve-outs, which require swift execution to maintain business continuity and value, this is a non-trivial challenge. The process of separating a business unit from its parent company can disrupt daily operations. Long-term supply agreements, plant separations, contracts with key vendors, and negotiations with works councils and unions all need to be refigured, adding complexity and risk to the transaction. If these issues are not handled efficiently, they can harm the performance of both the divested unit (NewCo) and the RemainCo post-transaction.Another challenge is the management of stranded costs—the expenses that remain with the parent company after a carve-out. These costs, such as IT infrastructure or shared services, can weigh heavily on the remaining business, impacting its competitiveness. Companies must develop comprehensive strategies to address these costs during the divestment process, ensuring that they do not undermine future performance.Post-deal challenges: Unlocking valueSuccess lies in effective post-deal execution and design. One of the most important requirements is to create managerial alignment around a clear set of value-creation initiatives. Traditionally, Japanese managers spend their entire careers at a single company, leading to a narrow focus and limited exposure to best practices from other industries or geographies. There is also a fair amount of “Not Invented Here” syndrome. Both can hinder the rapid transformation needed after a carve-out.Further complicating matters is the federation model often employed by Japanese conglomerates, where different units operate autonomously with limited integration. This structure can make it difficult to drive meaningful change across the organization post-transaction. In cases where Japanese companies have acquired overseas assets, the lack of integration can sometimes lead to value destruction, as seen in the Toshiba-Westinghouse deal where Westinghouse filed for Chapter 11 in 2017.For PE-backed carve-outs to succeed, companies must add new approaches to the incremental improvements with which Japanese executives are familiar. While the concept of Kaizen is deeply embedded in Japanese corporate culture, post-deal transformations require combining it with a bold and comprehensive approach. Companies need to focus on full operational overhauls, streamlining processes, and leveraging new technologies to drive efficiency. Then, with the design of the new companies in place, Kaizen can kick in to begin the process of improvement. This can give Japanese companies an advantage over time—once they have the right pieces in place, management will be superbly positioned to make progress.Winning themes: How to use private equity to maximize value To make the most of private equity opportunities, Japanese companies need to adopt a proactive, strategic approach. Success will depend on speed, execution, and a willingness to embrace change.Before the deal:Focus on building outcome-driven teams rather than adhering to standard checklists. Empowered teams with local expertise can better navigate the complexities of carve-outs, ensuring smooth execution. Japanese companies already utilize this approach for operational issues—in the Toyota Production System (TPS), for instance, cross-functional teams get to the deep root cause of a given problem before designing a process that delivers value without waste and inconsistency. Engage with a value-creation mindset from the outset, setting up the buyer for success post-deal. This includes a clear management plan and early alignment on strategic goals and necessary resources.During the deal &amp; sign-to-close:Minimize information asymmetry between the buy side and sell side by maximizing readiness on the sell side for the deal process, including data gathering and exposure to NewCo management. It’s also critical to build a robust management plan to highlight value-creation potential to buyers. Balance the interests of both the sell side and buy side in the transition service agreement (TSA) to set up the NewCo for independent operations on day 1, while minimizing stranded costs for the RemainCo. Empower the buy side to set the agenda with NewCo management on its value-creation plan after the deal closes.After the deal:Drive cross-functional transformation through a Chief Transformation Officer (CTO) who, with a dedicated team, is focused on execution. This team does not simply gather stakeholder input, but also has the authority and expertise to act and drive change across the organization. Embracing operating model transformations that streamline governance and decision-making processes allow for more agile operations. Emphasize implementation. Quick wins, coupled with short- and medium-term initiatives that produce tangible results, will drive and sustain the change. This ties into the Kaizen principle of gradual, continuous improvement—leverage the “head, heart, and hands” model (focused on intellectual engagement, emotional intelligence, and practical action) to ensure that the change permeates the organization. The benefits of transformationJapanese companies that seize this moment stand to emerge stronger, more agile, and better equipped to thrive in the future. But PE firms have to be culturally sensitive.Private equity can play an important and constructive role, providing more access and fewer hindrances to institutional capital compared to other options for Japanese companies. Carve-outs serve as a particularly promising play in the PE landscape, as they strategically and culturally align with the Japanese market. From a business standpoint, they allow companies to effectively streamline operations and focus on core functions, which frees up resources for innovation and growth. Culturally, carve-outs relate to the intentionality and sincerity of “Kaizen,” better fitting with the realities of change management in Japan.If PE firms can navigate these complexities with a steady hand and demonstrated understanding of market nuances, they and the companies in which they invest will reap the rewards of a golden opportunity. Corporate carve-outs and Kaizen: How Japanese companies can leverage the private equity boom for transformational success | AlixPartners An abridged version of this article appeared in Nikkei Asia on January 20, 2025. After decades of suboptimal shareholder returns,]]></content>
    <published>2025-01-29T18:46:06Z</published>
    <updated>2026-10-01T02:52:00Z</updated>
    <link href="https://www.alixpartners.com/insights/102jww4/corporate-carve-outs-and-kaizen-how-japanese-companies-can-leverage-the-private/" rel="alternate" />
    <author>
      <name>Shiv Shivaraman</name>
    </author>
    <author>
      <name>RashinderPal Gill</name>
    </author>
    <author>
      <name>Swagnik Bhattacharya</name>
    </author>
  </entry>
  <entry>
    <title>Partnered Research: IPEM Pan-European Private Equity Survey 2025</title>
    <summary>GPs are cautiously optimistic as we enter 2025. Fundraising challenges, constrained capital deployment, and limited opportunities to exit...</summary>
    <id>urn:uuid:48309ec2-7e17-4e69-8085-54b5909e6700</id>
    <content type="html"><![CDATA[Partnered Research: IPEM Pan-European Private Equity Survey 2025 GPs are cautiously optimistic as we enter 2025. Fundraising challenges, constrained capital deployment, and limited opportunities to exit investments are business as usual, while attempts to boost fundraising and ease liquidity pressures through wealth investors and alternative fund structures are only growing in importance.That optimism also comes despite the second Trump administration putting trade wars to the top of the external threats list, concerns over poor economic growth in Europe, and 40% of GPs fearing a major correction. A slim majority of our industry—51%—still expects the global business environment to be on the up in 2025.This is the picture emerging from the 2025 IPEM pan-European Private Equity survey, analyzed by AlixPartners in collaboration with the team at IPEM. In total, 158 responses were received for the seventh annual edition of the survey organized by the CSA Institute on behalf of IPEM, working with 14 European national PE associations.Download the full report or scan the findings below.Survey methodologyThis pan-European annual PE survey, organized by IPEM since 2018, is designed to gauge the mood of European GPs for the year to come. As well as capturing views on the economic, business and regulatory climate, this year’s survey explores views on the wealth revolution democratizing private equity investment.The 47-question online survey was completed by a sample of 158 European fund managers, from November 27 to December 16, 2024, via a link shared by IPEM and each partner association. A statistical adjustment was applied on the number of GPs in Europe by geographical region to create the best representative gauge of European PE sentiment possible. The 2025 IPEM survey findings highlight a disrupted landscape, in which PE firms face critical priorities for this year and where operational improvement must clearly take center stage. With the private capital landscape facing constrained exits, heightened competition for funding, and evolving liquidity solutions, PE firms can no longer afford to rely on market tailwinds. True value creation lies within their portfolio companies. – Nicolas Beaugrand, France PE &amp; ESG Lead, Partner and Managing Director, AlixPartners Partnered Research: IPEM Pan-European Private Equity Survey 2025 | AlixPartners]]></content>
    <published>2025-01-29T11:03:37Z</published>
    <updated>2026-10-01T02:52:01Z</updated>
    <link href="https://www.alixpartners.com/insights/102jwnr/partnered-research-ipem-pan-european-private-equity-survey-2025/" rel="alternate" />
    <author>
      <name>AlixPartners, LLP </name>
    </author>
    <author>
      <name>Nicolas Beaugrand</name>
    </author>
  </entry>
  <entry>
    <title>2024: A review of foreign sanctions and export control developments involving China</title>
    <summary>Throughout 2024, the Biden administration limited China’s access to sensitive technologies, proposed new restrictions and added a record...</summary>
    <id>urn:uuid:35705cfb-63b9-4f8d-b1a9-f662bfedc281</id>
    <content type="html"><![CDATA[2024: A review of foreign sanctions and export control developments involving China Throughout 2024, the Biden administration limited China’s access to sensitive technologies, proposed new restrictions and added a record number of Chinese entities to the Entity List. OFAC also designated a significant number of Chinese entities linked to Russia’s efforts to bypass sanctions and export controls. On the other side, the Chinese Government expanded export controls on dual-use goods, as well as imposed sanctions on companies and individuals under the Anti-Foreign Sanctions Law (AFSL). FIGURE 1: CHINA LOOKBACK TIMELINE 2024The following are some key takeaways from 2024:Export control is tightening, targeting sensitive technologies. In December 2024, the Bureau of Industry and Security (BIS) announced new controls on semiconductor-related technologies and equipment, adding 140 entities to the Entity List for their alleged involvement in Chinas advanced chip production. The new rules encompass tighter controls on semiconductor manufacturing equipment, software tools for chip development, high-bandwidth memory, and a broadened definition of Foreign Direct Product (FDP) rule. The annual update to chip-related export control rules has become routine in recent years. In alignment with U.S. policy, both the Japanese and the Dutch governments have also announced plans to expand export restrictions on advanced semiconductor manufacturing equipment. By the end of 2024, the Entity List had grown to include over 1,000 Chinese individuals and entities, with the addition of more than 250 new entries in 2024 – the highest annual increment in the past decade. Russia remains a key word and one of the major causes for Chinese entities being sanctioned. In 2024, more than 190 Chinese individuals and organizations were designated under OFAC’s Russian sanctions programs, alongside over 80 additions to the Entity List for allegedly supporting Russia’s military or diverting controlled U.S.-origin goods to Russia. These figures represent a significant increase compared to 2023. As part of G7’s ongoing efforts to address the Russia-Ukraine war, multiple new sanctions and export control measures have been imposed. A key focus has been preventing circumvention of sanctions and the diversion of goods to Russia. The EU has also introduced “No Russia” and “No Belarus” clauses for sensitive goods to curb re-exports to these countries. Chinese companies involved in sensitive technologies face restrictions on access to U.S. funds and markets. In addition to export controls, the U.S. Government has enacted a series of investment restrictions to prevent China from advancing sensitive technologies. The Committee on Foreign Investment in the United States (CFIUS) has heightened its scrutiny of China-funded investments in critical U.S. sectors, particularly those involving advanced technologies, critical infrastructure, and personal data. Furthermore, the U.S. Treasury issued a final rule in October 2024 to implement the 2023 Executive Order on outbound investment, the so-called “Reverse CFIUS Program”, restricting U.S. investors from funding Chinese companies involved in certain activities related to artificial intelligence (AI), quantum computing and semiconductors. Additionally, the prohibition on securities trading related to entities on OFAC’s Chinese Military-Industrial Complex (CMIC) list remains in effect, though the list has not been updated in the past two years. Over the past few years, the Chinese Government has developed a multifaceted legal and regulatory system in this area. In October 2024, China introduced a new Regulation on the Export Control of Dual-Use Items, which features a revised classification of dual-use goods, expanded military end-use controls, re-export controls, country-based restrictions, and updates to China’s Unverified List and Control List. At the same time, we observed new additions to the Unreliable Entities List (UEL), while the Ministry of Foreign Affairs increasingly announced direct sanctions measures targeting specific entities and individuals under China’s Anti-Foreign Sanctions Law (AFSL). Most of these direct actions were linked to arms sales to Taiwan. However, the Chinese Government also sanctioned a U.S. data intelligence firm specializing in trade due diligence tools at the end of 2023, which was seen as a response to UFLPA restrictions. Similarly, in October 2024, reports surfaced about an ongoing investigation into a U.S. apparel company for potential inclusion on the UEL, reportedly due to its refusal to source cotton from Xinjiang. In the last two years, China has also undertaken revisions to its national security laws and regulations, including the Counter-Espionage Law, the Safeguarding State Secrets Law, and the regulations on data security and cross-border data transfer. These updates enhanced control over sensitive information and activities, with enforcement efforts targeting cross-border data transfers, unauthorized foreign-related surveys, among others. With Donald Trumps return to the White House, ongoing volatility underscores the need for heightened compliance and strategic agility in the year ahead. FIGURE 3: SELECTED EVENTS OF TRUMP’S FIRST ADMINISTRATION Looking ahead – Donald Trump won the U.S. election and has returned to the White House in January 2025. Based on his actions during his previous presidency and his campaign statements, we anticipate the following trends:Broadened existing trade restrictions: Already in January 2025, new rules have been announced concerning AI and semiconductors. Trade tariffs and embargos were a key focus during President Trump’s first administration and have remained a central theme in his 2024 campaign. According to our record, the Entity List designation of Chinese companies surged during his first term, while new export and investment restrictions have been imposed targeting China’s advancement in sensitive technologies. We anticipate that existing trade restrictions will expand in 2025. Intensified enforcement of UFLPA: As of November 2024, U.S. Customs and Border Protection (CBP) has reviewed shipments worth over $3 billion under the Uyghur Forced Labor Prevention Act (UFLPA). Additions to the UFLPA list were made during 2024. As Senator Rubio, newly sworn Secretary of State, has repeatedly called on more enforcement of UFLPA, we anticipate future listing and stricter U.S. border control in this area. Tighter restrictions on data transfers, software, and information technology services: Back in 2020 and 2021, Trump issued executive orders targeting a Chinese social media platform and eight Chinese apps. In 2024, BIS issued its first-ever Information and Communications Technology and Services (ICTS) ban, prohibiting a Russia-based software company from providing services to U.S. persons. Additionally, new rules have been finalized to restrict data transfers to China and the import of connected vehicles with embedded Chinese software and hardware in 2024. Just prior to the issuance of our review, in January 2025, the new final rule was announced to restrict the sale or import of the Vehicle Connectivity System (VCS) and software integrated into the Automated Driving System (ADS). These actions suggest a growing regulatory area that could impact Chinese companies. “This action builds on BIS’s laser-focused work, undertaken over the past few years, to impose strategic controls that have hindered the PRC’s ability to produce advanced semiconductors and AI capabilities directly impacting U.S. national security. We are constantly talking to our allies and partners as well as reassessing and updating our controls”Secretary of Commerce for Industry and Security, December 2, 2024As Chinese companies increasingly go overseas, we recommend them to consider the following measures to stay prepared for regulatory challenges of foreign regulators: Treat sanctions and trade compliance as a top management priority, not just another compliance topic, as its violations could jeopardize the entire business operation. Raise awareness of regulatory requirements across business departments, as relying solely on legal and compliance teams is insufficient. Reassess risk exposure in business operations and future expansion plans. Enhance visibility into the company’s customers, business partners, supply chain, and distribution channels among others. Ensure the company’s sanctions and export control programs are regularly updated and tested, as these regulations change frequently and the related controls must be effectively maintained.AlixPartners has deep expertise in assisting financial institutions and corporates in developing compliance programs, reacting to regulatory enquiries, and overcoming operational challenges. We remain committed to vigilantly monitoring and adjusting our service offerings to best support our clients in sanctions and export control related matters. Please reach out if you have any enquiries relating to this article or our services. This review is also available to explore below or download here. 2024: A review of foreign sanctions and export control developments involving China | AlixPartners]]></content>
    <published>2025-01-28T09:03:36Z</published>
    <updated>2026-10-01T02:52:02Z</updated>
    <link href="https://www.alixpartners.com/insights/102juve/2024-a-review-of-foreign-sanctions-and-export-control-developments-involving-chi/" rel="alternate" />
    <author>
      <name>Eddie Lam</name>
    </author>
    <author>
      <name>Jiayan Xu</name>
    </author>
    <author>
      <name>Shiying Zhou</name>
    </author>
  </entry>
  <entry>
    <title>Navigating today’s major disruptions across the global semiconductor ecosystem</title>
    <summary>On December 6, AlixPartners hosted an event for semiconductor executives in Silicon Valley alongside Vox Media. The event kicked off with...</summary>
    <id>urn:uuid:fea011f5-b09a-4070-aa2c-3a0768db028f</id>
    <content type="html"><![CDATA[Navigating today’s major disruptions across the global semiconductor ecosystem On December 6, AlixPartners hosted an event for semiconductor executives in Silicon Valley alongside Vox Media. The event kicked off with a moderated discussion led by Markus Bolte, AlixPartners’ global co-leader of its semiconductor practice, on three crucial challenges semiconductor manufacturers must confront in 2025 and beyond. This was followed by a live Decoder podcast interview hosted by The Verge’s Deputy Editor Alex Heath in conversation with Arm CEO Rene Haas. As the global semiconductor market continues to rapidly expand towards its trillion-dollar annual revenue ambition—by a projected 15% in 2025 alone, per IDC data—it’s imperative that manufacturers strategically plan to navigate headwinds brought on by geopolitics, supply and demand cycles, and new technologies like AI. How will U.S. – China relations, among other geopolitical questions, affect semiconductor operations? According to the 2025 AlixPartners Disruption Index (ADI), based on a survey of more than 3,200 senior global executives, 87% of companies across segments are holding onto more inventory than normal due to geopolitical conflicts. And as Donald Trump takes office for the second time, companies are watching how the economics of the U.S., China, and the rest of the world shift. These economies are inextricably linked to an extent that a separation of supply chains or technology would be incredibly difficult to architect. Yet rising geopolitical tension could lead to trade wars or new tariff programs, necessitating a rethink of global semiconductor operations. How might these dynamics impact the industry, and how will supply chains need to adjust in response? One thing is for certain: China is one of the leading engines of innovation and will continue to challenge many players in the semiconductor world with rapid innovation cycles. Driven by hefty investments in equipment and new fabrication facilities, China’s production capacity is projected to increase by 40% over the next five years, according to TechInsights data. It will be critical for western companies to maintain their presence in China to stay competitive and attuned to that market—and 83% of ADI respondents plan to increase their investments in China over the next 12 months. How easy it is to do so will depend heavily on what changes with the new U.S. administration and on how China responds. When will the AI hype cycle peak and where will it turn next? We are early in the AI maturity cycle. Over the next few years, as AI expansion proliferates and the technology further embeds into all work functions, a key question for companies is how to leverage AI to improve employee productivity. Many worry AI will take their jobs, but we believe it will instead enhance workforce effectiveness by taking on repetitive tasks and allowing employees more bandwidth for high-value work, thus counteracting a potential shortage of qualified labor in the decades ahead. As companies continue to integrate AI into their organizations, it’s crucial they take an adaptive human-resource-management approach, with a focus on change management that helps employees see AI as a colleague rather than competition. In the next five years, the focus of AI is expected to shift from training to inference, with emphasis on efficient usage of graphics processing units (GPUs) used to deploy AI models. But we are still seeing massive investments in training, which is hugely compute- and power-intensive. The level of compute needed for inference is actually much larger, and in the future, 80% of AI workloads may be inference-based. This leads to questions of whether data centers will be able to keep up with this demand—in a sustainable way, or at all. AI integrated circuits (ICs) currently cost around $30,000 each—a high figure, though one that is bound to lessen significantly in the years to come per Moore’s Law (and increasing competition as startups challenge the incumbents). “We’re at the very beginning of the [AI] cycle,” said AMD CEO Lisa Su, “and the beginning of AI is bigger than [the beginning of the PC, or mobile phones, or the cloud].” The consensus of event participants was that it won’t be long before AI will move from hype to true value creation as more sophisticated business models and applications are developed. “It will come slowly and then suddenly” as one participant said. Figuring out where AI is on its hype curve in each specific sub-segment of the market, and particularly learning how AI will impact semiconductor design and manufacturing, will determine how semiconductor manufacturers can best utilize the technology in the short and long term. How do semiconductor players best manage market cycles? The growth in semiconductor manufacturing has healthily recovered since its slowdown in 2022 and 2023, but balancing supply and demand forces is still paramount for industry players. Suppliers added $25 billion of “just-in-case” inventory after pandemic-induced demand shortages, and as a result, chip markets for several sectors are still saturated. A decline in demand, particularly in automotive, has led to difficulties for manufacturers and channel partners looking to offload inventory and prices and profits are dropping sharply. What will drive the next upturn and when will it come? These are the critical questions those in the industry are trying to solve. The demand for chips with more compute power, more networking bandwidth, and more storage is only going to increase in the data center and cloud markets as more AI use cases are identified. Growth in edge- and device-based AI will also necessitate more compute power closer to the end users. Electric vehicles (EVs) and software-defined vehicles (SDVs) are among the most prevalent end users, and we’re witnessing a shift in the relationship between the automotive original equipment manufacturers (OEMs) and semiconductor makers and distributors as the market participants struggle to discover their future playing field. China has an early lead due to its lower cost of production and much faster innovation cycles in developing new platforms and products. How U.S. and European companies adapt their business and operating models to compete with China in the EV market and the adjacent automotive semiconductor markets will be important to watch. As different trends fuel different semiconductor market cycles, industry players will also aim to pass on more of the financial risk to end users—which could do away with cycles entirely. Companies need to carefully observe these trends as they seek to maintain market competitiveness. Alex Heath’s interview with Rene Haas dives deeper into the semiconductor industry through a CEO’s perspective—listen or read here to learn more. Navigating today’s major disruptions across the global semiconductor ecosystem | AlixPartners]]></content>
    <published>2025-01-21T22:02:36Z</published>
    <updated>2026-10-01T02:52:06Z</updated>
    <link href="https://www.alixpartners.com/insights/102jv1u/navigating-todays-major-disruptions-across-the-global-semiconductor-ecosystem/" rel="alternate" />
    <author>
      <name>Joe Semma</name>
    </author>
    <author>
      <name>Greg Maynard</name>
    </author>
  </entry>
  <entry>
    <title>Unlocking procurement potential with AI: A practical guide</title>
    <summary>Artificial intelligence (AI) is no longer a futuristic concept—it's a game-changing force that has the potential to revolutionize many...</summary>
    <id>urn:uuid:b9d74d99-975d-48ba-b655-7c716e4834fe</id>
    <content type="html"><![CDATA[Unlocking procurement potential with AI: A practical guide Artificial intelligence (AI) is no longer a futuristic concept—its a game-changing force that has the potential to revolutionize many aspects of business. While the application of AI in the procurement function has gotten a reasonable amount of attention, it is an area where we believe that smart deployment of AI can yield great impact. As we often see, the key issues holding executives back are not knowing where to start and how to ensure a return on investment. This series of short articles is meant to guide CPOs and procurement leaders as they explore and implement AI solutions in procurement to transform their function. Our experience, coupled with our own survey of procurement leaders conducted in 2024 indicates that AI investments in procurement and supply chain are still somewhat modest. While we do not want to add to the “bots are coming for your jobs” discussion, we do want to outline ways to drive productivity in procurement by enhancing efficiency, accuracy, and speed and by driving more impactful decision-making across spend categories in less time. Getting started is the hardest part Figuring out how and where to start can be overwhelming. There are so many questions ranging from defining the business case for investment in AI to managing data quality and integrity, to ensuring compliance with ethical standards and regulatory requirements, to managing adoption and change management, just to name a few. Additionally, developing a framework for when to create a solution in-house (rather than using a partner or service provider) can be applied to the first and then subsequent use cases. We’ll dive deeper into this topic in a future article as it is critical to develop in-house capabilities over time as the number of external partners must remain manageable and fit into the organization’s IT landscape. Putting these concerns aside for a moment, a very straightforward first step CPOs can take is to ask themselves this question: “What would I do if I had unlimited FTEs on my team?” This can help assess the magnitude of the transformation needed and provide a good initial vision of what is really in it for your organization in terms of analytics, required compliance checks, supplier market research, etc. Biggest pain points, biggest ROI Once you’ve identified a sizeable pain point facing the procurement organization, avoid the trap of a months-long due diligence. Instead get familiar with the options, looking for quick wins and learning from mistakes. Using the simple assessment approach described above, determine the source of the pain within the organization (e.g., contract checks, consistency of offer checks, in-depth analysis of bids). Next, research whether a high-impact use case for the problem exists and investigate its parameters for implementation while balancing benefits and costs. Focus on near-term results: pick use cases that have the strongest foundational pillars and can be executed quickly to show results. As expected, there are many use cases for AI in procurement and we plan to explore many in this series. Here, we will focus on several basic ones, where small AI pilots can be initiated with minimal investment and training and are easily scalable. These use cases can be launched quickly and serve as a great proof of concept to demonstrate the value of AI. This approach aligns with what we currently see offered in the marketplace by service providers. Our research (Figure 1) shows that the vast majority of AI offerings in procurement address the straightforward pain points of spend analysis, performance monitoring, and task automatization. A limited number of sophisticated solutions, such as fully autonomous negotiations (in use by Walmart since 2022) and AI-driven cost modeling, exist. So, to get started, here are a few simple AI use cases for procurement organizations to consider: Writing and content creation: one of the most popular use cases for Generative AI is writing and content creation because it is efficient and generally results in high-quality output, does not require large-scale implementations and small pilots can quickly prove their worth: Examples include: Contracts Statement of Work (SOW) documents Deliverables descriptions Requirements development Investigation: AI can quickly analyze documents for any terms out of compliance or dated terms and can pull contract terms into summaries for actionable insights Spend Categorization: make use of Generative AI (GenAI) to receive sorting logic and taxonomies for undefined spend categories to reduce the extent of a line-by-line comparison A number of tools that may already exist in your current tech stack support several of the functions described above: MS Copilot, which most companies have as part of their MS365 licenses, offers a basic solution for some critical tasks in procurement such as the ability to compare contracts/offers, analyze data, automate content creation, etc. Microsoft Power BI is also often included and can be used to analyze procurement data, generate insights, and create dashboards IBM Watson, often available through existing software contracts, can be used to help with the automation of some procurement tasks, contract analysis, and supplier risk assessments SAP Ariba and Oracle Procurement Cloud have AI capabilities for spend analysis, supplier management, and contract lifecycle management Salesforce Einstein can automate workflows, predict trends, and analyze procurement data Thus, introducing AI solutions in procurement does not have to be expensive, but it should be aligned with corporate standards and policies governing the use of AI. Limitations generally come from a lack of useful data and the additional complexity introduced into the company’s IT landscape can be a restricting factor. But even with limitations, the benefits that come from accurate contracts or the ability to identify new opportunities by screening contracts on a large scale outweigh the challenges. Remember that it can be crucial to start small and scale up. Begin with pilot projects that address specific pain points and demonstrate clear value. This iterative approach allows for quick wins and builds momentum, making it easier to secure buy-in from stakeholders and justify further investments in AI. Four keys to success Integrate AI into daily operations – Experiment with AI, exploring different angles to solve problems and make AI part of workflows and business orders. Prioritize people, not just tech – AI’s impact relies on adoption across the organization, not just its implementation. Offer resources to help employees integrate AI into their day-to-day workflows. Design effective data management policies – Make crucial data accessible and focus on quality to train AI effectively. Invest upfront time for better accuracy and speed. Measure success – Track KPIs, success stories, and improvements in efficiency, performance, and spend management for future rollouts. What’s ahead in our series? As we delve deeper into this topic, we will explore more best practices and success stories to guide you through the AI transformation in procurement. In the next article, we will dive into some unique procurement use cases that can open the art of the possible to solve complex business problems. At AlixPartners, we are actively engaged in developing AI tools and strategies that support organizations in navigating the complexities of modern procurement. Our goal is to simplify the modern solutions landscape and guide you on when and how to incorporate them—while also identifying situations where AI may not be the right fit. Stay tuned for insights that will help you navigate the complexities of AI and harness its full potential to drive procurement excellence. Unlocking procurement potential with AI: A practical guide | AlixPartners]]></content>
    <published>2025-01-21T22:01:07Z</published>
    <updated>2026-10-01T02:52:07Z</updated>
    <link href="https://www.alixpartners.com/insights/102jv1m/unlocking-procurement-potential-with-ai-a-practical-guide/" rel="alternate" />
    <author>
      <name>Natalia Skerl</name>
    </author>
    <author>
      <name>Micha Hirschinger</name>
    </author>
  </entry>
  <entry>
    <title>China’s consumer shift: Navigating the new normal with precision</title>
    <summary>Insights from AlixPartners' China Consumer Survey China’s consumer market is entering a transformative phase marked by slower but more...</summary>
    <id>urn:uuid:9b3527a8-2f7d-4113-8afc-7e20d13433e2</id>
    <content type="html"><![CDATA[China’s consumer shift: Navigating the new normal with precision Insights from AlixPartners China Consumer SurveyChina’s consumer market is entering a transformative phase marked by slower but more sustainable growth. As businesses adapt to this new normal, success increasingly depends on strategic precision — understanding and responding to nuanced shifts in consumer behavior across demographics, categories, and channels.AlixPartners’ latest China Consumer Survey, drawing insights from more than 3,000 respondents across China, reveals how economic headwinds are reshaping spending patterns, brand loyalty, and how brands should navigate the increasingly complex landscape effectively.Here are some key findings of the survey:Spending confidence remain optimistic in certain categories e.g. health-related products, groceries, clothing, and travel despite overall cautious consumer sentiment, as consumers continue to prioritize wellness, experiences, and practicality. Price sensitivity and product functionality have emerged as primary drivers of brand-switching behavior. Categories with longer lifespans (e.g. home refurbishment, luxury goods) or higher repurchase rates (e.g. pet-related items, toys) tend to enjoy stronger brand loyalty. Traditional e-commerce platforms are resurging for their extensive product range, price and promotions, well-established infrastructure, and consumer trust, while new channels such as social e-commerce and livestreaming continue to appeal to an emerging group of consumers. The new normal in China’s retail and consumer scene demands ruthless precision. From deploying cutting-edge digital tools to building deeper emotional connection with consumers, the key lies in investing in line with the values of today’s Chinese consumer. By aligning strategy, investment, and execution to China’s uniquely distinct market dynamics, and continually innovating, businesses can position themselves to reap significant rewards in this vibrant marketplaceDownload the full report for more in-depth analysis and recommendations. We look forward to discussing the survey results with you in detail. China’s consumer shift: Navigating the new normal with precision | AlixPartners Insights from AlixPartners China Consumer Survey China’s consumer market is entering a transformative phase marked by slower but more]]></content>
    <published>2025-01-21T18:09:07Z</published>
    <updated>2025-01-21T18:09:07Z</updated>
    <link href="https://www.alixpartners.com/insights/102jsgj/chinas-consumer-shift-navigating-the-new-normal-with-precision/" rel="alternate" />
    <author>
      <name>Lisa Hu</name>
    </author>
  </entry>
  <entry>
    <title>Questioning AI costs for executive decision-making</title>
    <summary>In the pursuit of value, competitive edge, excellence or efficiencies, artificial intelligence (AI) is only expected to grow in priority...</summary>
    <id>urn:uuid:01fa3588-cce7-417b-8ca9-220028f96b2e</id>
    <content type="html"><![CDATA[Questioning AI costs for executive decision-making In the pursuit of value, competitive edge, excellence or efficiencies, artificial intelligence (AI) is only expected to grow in priority and focus for CEOs, CFOs, COOs, and CIOs alike. For CEOs, AI will increasingly be part of efforts to improve decision-making processes in a business, a route to value creation, and used to deliver competitive edge through technology and innovation. CFOs will increasingly seek to understand the value of AI investments accurately, drive budgeting and planning, and predict future financial performance to ensure investments are sound. COOs, meanwhile, will need to focus on how AI delivers operational excellence and customer experience, streamlines supply and demand within the workforce, and facilitates automation, among other functions.While executives broadly see this value and potential in AI, its adoption costs are often overlooked, misunderstood, or considered only as an afterthought. For example, using cloud infrastructure for AI activity is just one aspect of AI investment but it involves a variety of dimensions and an intimidating list of cost considerations. For executives to confidently adopt and invest in AI there’s a set of core decision points, each carrying significant cost implications:1. What is your AI adoption for and business case?a. Is it to improve customer experience? This could take the form of an AI chatbot, an example of a lower investment, high-value commodity type of AI use case. b. Is it to drive operational efficiency, e.g., supply chain optimisation for a manufacturing firm? While AI models might be available for this purpose, your enterprise data may not be ready to feed into an existing model.c. How big is the data set required and how expensive is the analysis needed? A use case like specialised software in connected cars requires a high volume of each.d. How clear is the use case? That clarity is one of the biggest factors affecting ultimate AI cost levels.2. Where will your AI be based? Opting for on-premises datacenters, a cloud-based operation, or a multi-modal approach will have major cost implications:a. Using on-premises data centres to operate AI involves long lead times for specialised new AI hardware and high capex costs. These create high barriers to entry and clear disadvantages for certain AI use cases: If you are experimenting with AI, with no clear roadmap for enterprise AI adoption, what happens to all the specialised AI hardware you just invested in if your innovation experiment fails? b. AI in the cloud has a comparatively lower barrier to entry. It is hard to disagree with the view that AI was born in the cloud and for the cloud. If you are looking to use the cloud for your AI needs, are you planning to use the cloud as an AI infrastructure layer (IaaS) only, and build your AI apps on top of that? Or are you looking to use fully cloud-managed AI services (that are offered as Platform as a Service or Software as a Service, rather than Infrastructure as a Service)?3. What AI services and functionality do you need? Various dimensions drive the cost of fully managed AI services in the cloud. Modelling these costs can become extremely complex and intimidating, with businesses often left paying too much. Examples of the cost attributes include: Cost of data sourcesCost of ingestionCost of processingCost of storing and retrievalCost of custom modelsCost of capabilities used – basic, read-only, advanced users The table below summarises the fully managed AI services from AWS (correct as of Jan 2025):As you can see, different services have different pricing mechanisms and can be quite different from typical IaaS and PaaS pricing models that we are used to.Where you run your AI is one of biggest cost sources and creates major barriers to entry around cost, timelines, and ease of company adoption. 4. How should my AI be managed? There are two key routes to take to answer this question: either rely on internal capability or leverage external specialists.a. Internal capabilities: If you have a superior and large engineering and technology workforce, with most of the skills required to run AI (imagine data scientists, AI engineers, cloud architects, and engineers). This can be a cheaper option with flexibility to carve-out costs and budgets using people’s time away from internal projects, but this must be time-bound otherwise you can burn through the money quickly and for an extended period.b. External specialists: If your organisation has been traditionally more business-focused, and you don’t have the necessary technology capability or engineering strength in this area, you might choose to partner with a specialist organisation in your AI journey. This can be a more expensive route but possibly better value for money as engagements are typically outcome-based for a finite duration.Based on your business operating model and delivery model, this has significant cost implications.5. What is the right AI hardware for your use case?Processing units, such as graphic processing units (GPUs), are central to AI hardware and there is a wide range of compute choices with staggering price differentials.Take for example the list prices for some of the GPUs on Google Cloud (source: GCP website, correct Jan 2025):NVDIA A100 80 GB - $3,700.22/monthNVDIA H100 - $64,597.70/monthNVIDIA P4 - $438/monthImagine having to run a few thousand GPUs of a certain type for 3-6-9-12 months. As you can see, choosing the right hardware type has significant cost implications. Once the correct processing unit is selected for the AI use, the costs can vary dramatically based on how many central processing units (CPUs) and GPUs you need, and for how long. It is also possible to reserve AI compute capacity in advance, as this cloud space is in high demand but low supply. With reservations, you pay a substantially discounted and locked-in rate for a fixed term period for your AI compute instances and get the predictability you need. Such flexibility in the purchasing options is particularly useful for experimentation and innovation projects.There is a whole set of different cost considerations for on-premises AI hardware. To start, the hardware should ideally have a dual use – for non-AI workloads too, which allows flexibility and de-risks your investment. Backwards compatibility of modern, cutting-edge AI hardware matters.On-premises AI hardware also has unique characteristics, very different from conventional datacentre hardware. It requires rack-scale solutions designed for energy efficient, dense compute and large-scale AI adoption:Can the AI hardware handle high computation demand and high volumes of data: parallel processing – and will it guarantee high performance and low throughput?Does the hardware support multiple generations of CPU and GPU technologies?Does it satisfy DC, Power and Cooling requirements? The compute density of AI hardware calls for liquid cooling, with energy efficiency opportunities available in smart cooling.Does the AI hardware conform to open standards, such as those created by the Open Compute Platform (OCP) community? Does the hardware – from the racks and servers to interconnectivity elements – and DC assets ensure backwards compatibility for both AI and non-AI technologies? That means new capex investments can support new and legacy AI workloads.6. Which AI model is right for your business and use case?With hundreds of AI models to choose from and seemingly unclear pricing models, this area can be daunting to navigate. Key AI software questions include: Is a simple, small inexpensive AI model, already highly trained, “good-enough” for the use case at hand? Do you need to look at large models with massive data tables for training and inference, high-performance computing, remote visualisation and video transcoding? Is there a need to deploy an expensive custom AI model?There are some interesting data regarding the cost of training AI models. A recent Statista article referenced that ChatGPT-3 cost only around $2-$4 million to make in 2020, but when it was upgraded to version 4, the technical creation cost uplift is reported to have been between $41-$78 million.The cost of training Gemini – a large language model inputted with text, voice commands, and images – reportedly stood between $30-$191 million (excluding staff salaries). The compute cost to train Geminis precursor, PaLM, in 2022 was between $3-$12 million.Data is a primary factor in determining the cost of AI models: a complex data set means more training and more cost, while the type of data also matters: text is cheaper than training AI with graphics and video.Other factors include the number of prompts a model is optimised for and the maintenance costs to run, train, and operate the model for business as usual.7. What skills and governance standards are needed to set up and manage your AI capability?Data shows that salaries for AI-focused roles and skills tend to be higher than non-AI IT roles. Add to this the supply-demand gap, which is driving these costs even higher.Governance of AI and ML operations and lifecycle management can also be very expensive. It is widely accepted that AI engineers spend 90% of their time preparing data and 10% working with the models.Cost intelligence on AI We’ve looked – in outline – at some of the core business decision points around AI investment and the significant and sometimes highly complex costs that these carry. Beyond these strategic and technical decision points there are also broader operational, budgetary, and legal questions that executives must tackle. For example:Where does the AI budget come from and how are investments effectively funneled based on clear time-bound outcomes?With licensing costs, are you just paying for the features you need or a bundle offer? And, under that license, who owns any IP generated in your usage?Operationally, there’s a need to consider how a tech operating model across the AI adoption lifecycle can be implemented to move effectively from conceptualisation to production-ready AI at enterprise scale. With the growing focus on AI at the executive level, it will increasingly pay to be focused on the key questions and core decisions points that ultimately determine the cost-performance and viability of AI activity. Questioning AI costs for executive decision-making | AlixPartners]]></content>
    <published>2025-01-21T11:20:07Z</published>
    <updated>2026-10-01T02:52:11Z</updated>
    <link href="https://www.alixpartners.com/insights/102jux6/questioning-ai-costs-for-executive-decision-making/" rel="alternate" />
    <author>
      <name>Paul Kelly</name>
    </author>
  </entry>
  <entry>
    <title>Is there a future for brokers in non-standard motor insurance?</title>
    <summary>The UK market for personal motor insurance is among the most competitive in the world. Over time, some marked characteristics have...</summary>
    <id>urn:uuid:f4f6c898-90ef-423b-8121-bce55c03a7eb</id>
    <content type="html"><![CDATA[Is there a future for brokers in non-standard motor insurance? The UK market for personal motor insurance is among the most competitive in the world.Over time, some marked characteristics have emerged, including: (1) the surge of price comparison websites (PCW) as the dominant distribution channel, creating unprecedented price transparency, but also amalgamating significant market power into a few hands; (2) a race among underwriters to build the most sophisticated pricing algorithms, leveraging data and technology to drill into customer behavior and claim projections; and (3) the singling out of a significant part of the market as “non-standard”, due to elevated, less predictable risk profiles, e.g. young or older drivers, drivers with convictions or recent accidents, or a restrained availability of standard data, as in the case for vintage or high value cars. Non-standard risks have emerged as a buoyant and profitable playground for brokers and MGAs, who provide their services to customers that would not find cover easily online. Yet the playground seems under pressure, and there is speculation regarding what its future may look like.The post-pandemic double whammy The pandemic put its mark on many industries, and the impact for motor insurance was particularly nuanced. As countries closed down, accident numbers dropped and motor insurers saw profits skyrocket, only to be overwhelmed by a sudden inflationary surge as societies started moving back to normal. Financial cushions built during the pandemic (and not yet burned in a price war) disappeared as a result of sky-rocketing motor parts prices, a rate-fueling shortage of repair shop capacity, and higher costs for medical services – none of which had been factored appropriately into premiums. In the UK, huge inflationary pressure was exacerbated by newly-introduced pricing regulation. UK motor insurers (as with most of the industry globally) have spread new business from renewal premiums, banking on customers’ propensity not to churn, while cashing in on the ageing benefits inherent to the business. In 2022, the UK regulator put an end to this practice, leveling down the flow of subsidies from renewal premiums into new business prices, a corrective shift that topped up on the already heightened inflationary premium uplift. The public outcry on perceived premium increases north of 40% still seems to hang in the halls of Westminster, and the challenge for the industry navigating its combined ratio is obvious. There is therefore little surprise that underwriters focused on the hard-to-write, non-standard risk segments, some of which had exposed adverse claims patterns during the pandemic. When everyone stayed home, lower-income blue collar and healthcare workers – allegedly overrepresented in non-standard segments – switched from public transport to their cars– translating into an increasing claims frequency. Insurance carriers responded by cutting capacity for the most difficult non-standard segments. Data – The hidden force at playWhile the underwriting economics at play are obvious, the impact of data is less so. COVID-19 also weighed on the PCW business. In times of uncertainty, customers are less likely to churn. This has driven a drop in business volumes for PCWs, who in turn were seeking untapped territory and found: Non-standard motor. The race for pricing sophistication not only entailed a surge in tools and algorithms, but also a growing number of data sources built, maintained, and tapped across the industry over the past years, including ABI and MOT databases, LexisNexis etc. With richer and better-quality data at hand, PCWs have started to push for replacing traditional underwriting of non-standard motor risks with online quote and bind processes akin to standard business, thereby creating enhanced price transparency for a growing number of non-standard subsegments. And with carriers holding capacity tight, the pressure is now on intermediary margins; the once buoyant playground for brokers and MGAs is at stake.The future of non-standard motorThere are a number of lessons to be learned. For sure, capacity will return, as claims frequency normalises and inflation comes down. However, the unexpected turns driven by the pandemic have unraveled the vulnerability of overly niche propositions. While specialisation and deep expertise are at the very heart of superior underwriting, restraining one’s business on too narrow a field is dangerous. Size matters, when it comes to securing access to well-priced markets. Secondly, data wins. Selecting and pricing risks is first and foremost about leveraging data to gauge what the burning cost for claims will be. With AI in ascendency, the need to invest in new sources of data and the sophistication of algorithms cannot be underestimated. Digitisation of the non-standard motor space is set to continue and expand into further sub-segments. Players with superior capabilities in aggregating data across multiple data sources and deploying high quality pricing models are set to stay – and win. However, such capabilities do not come cheap, which is another reason why scale increasingly matters in non-standard motor. That said, subsegments in non-standard do not lend themselves to a “one-size-fits-all” approach – the ability to build out differentiated models and cater to the nuances is key to success in this field. This limits large industry players to cater to this part of the market beyond some obvious adjacencies of their core business. Non-standard motor – or large part of it – is hence set to remain a remit of specialised brokers and MGAs – provided they bring the scale and skill needed for a digitised underwriting and transaction model. Is there a future for brokers in non-standard motor insurance? | AlixPartners The UK market for personal motor insurance is among the most competitive in the world. Over time, some marked characteristics have]]></content>
    <published>2025-01-21T10:18:06Z</published>
    <updated>2026-10-01T02:52:12Z</updated>
    <link href="https://www.alixpartners.com/insights/102juci/is-there-a-future-for-brokers-in-non-standard-motor-insurance/" rel="alternate" />
    <author>
      <name>Richard Harrison</name>
    </author>
    <author>
      <name>Rosanna Juer</name>
    </author>
    <author>
      <name>Christoph Lueer</name>
    </author>
    <author>
      <name>Alice Madden</name>
    </author>
  </entry>
  <entry>
    <title>Grocery Shopper Perspectives</title>
    <summary>AlixPartners research pinpoints young parents as the first movers in a massive generational shift and details what grocers need to know about their distinct approach to shopping.

</summary>
    <id>urn:uuid:12dc485f-f9d4-44e8-9856-5e7f13417d6d</id>
    <content type="html"><![CDATA[Grocery Shopper Perspectives AlixPartners research pinpoints young parents as the first movers in a massive generational shift and details what grocers need to know about their distinct approach to shopping. Disruption on par with the rise of Millennials Young parents – those under 45 with kids under 18 – see groceries differently: from pre-shop, to store choice, to price perception, to e-commerce, to prepared foods and more. They’re not the customers for which grocers have been optimizing the last two decades, but they’re the new normal; their habits will be the baseline for Gen Alpha. This new report details both universal and regional differences in how young parents shop compared to others, and our expert team delivers insights on how grocers should begin to evolve their business models with this next generation in mind. Insights from the team The market share of traditional grocery is eroding, and it’s not just because customers are changing. It’s because traditional grocers have not. Longtime “best practices” are part of the problem. Problematic Practice #1: Hi-Lo Pricing Strategy Problematic Practice #2: Private Brand as a Side Project Problematic Practice #3: Marketing Focused on Price Explore previous findings What’s driving the decline of traditional grocery? More than 60% of households with children under 18 don’t spend most of their grocery budget in traditional grocery. As these shoppers raise families, they’re forming potentially lifelong grocery habits, they’re training the next generation of shoppers — and traditional grocery isn’t their go-to option. The same is true for more than 50% of consumers overall, and the 2026 Grocery Shopper Perspectives report explores why. The report details how consumer perceptions of price, promotion and value have changed; the variables that have driven those shifts; the moves consumers are making to maximize value; and what it all means for traditional grocers. Our team of experts also examines the role of industry “best practices” and offers insightful commentary on how differentiated approaches can help grocers reestablish themselves in a crowded and diverse competitive landscape. How do consumers choose a store — and whos winning? Our 2025 report delivers a deep dive on the factors that drive store choice, including which aspects of each one matter most to consumers; which retailers have cultivated advantages in different areas; and which adjustments will be most impactful for retailers looking to level up. Food and Drug Retail Our team of industry experts works side-by-side with clients across the grocery and broader food retail and wholesale landscape, from supermarkets and club stores, to discounters and dollar stores, to convenience and drug stores. Grocery Shopper Perspectives | AlixPartners]]></content>
    <published>2025-01-16T18:11:31Z</published>
    <updated>2026-08-18T16:06:02Z</updated>
    <link href="https://www.alixpartners.com/grocery-shopper-perspectives-report/" rel="alternate" />
    <author>
      <name>AlixPartners</name>
    </author>
  </entry>
  <entry>
    <title>Industrial Automation – a rich “hunting ground” for corporates and private equity</title>
    <summary>In the second of a series of articles on the industrial automation sector, we take a deeper dive into the industrial automation market...</summary>
    <id>urn:uuid:734d7b70-c8c7-4b5a-8b78-1d2b9d3b3ae1</id>
    <content type="html"><![CDATA[Industrial Automation – a rich “hunting ground” for corporates and private equity In the second of a series of articles on the industrial automation sector, we take a deeper dive into the industrial automation market and its sub-segments and provide you with a summary of our industrial automation market database.Hot on the heels of this article, we will be issuing a review of the industrial automation M&amp;A market and why we believe the sector is going to be a hotbed for M&amp;A activity over the next decade.Access this article as a PDF, or read the full article below.Read the first article in this series: Industrial Automation – a rich “hunting ground” for corporates and private equity | AlixPartners]]></content>
    <published>2025-01-16T13:04:36Z</published>
    <updated>2026-10-01T02:52:15Z</updated>
    <link href="https://www.alixpartners.com/insights/102ju6p/industrial-automation-a-rich-hunting-ground-for-corporates-and-private-equity/" rel="alternate" />
    <author>
      <name>Nick Wood</name>
    </author>
    <author>
      <name>Utsav Patel</name>
    </author>
  </entry>
  <entry>
    <title>2025 AlixPartners Disruption Index</title>
    <summary>Top-performing CEOs are identifying, embracing and maximizing the opportunities disruption affords and driving value in return, according to the AlixPartners 2025 Disruption Index </summary>
    <id>urn:uuid:a948a41f-522c-4b80-8132-7af54127528b</id>
    <content type="html"><![CDATA[Two thirds of CEOs say their businesses are highly disrupted, yet their ability to harness disruption to positive effect is improving. Top-performing CEOs are identifying, embracing and maximizing the opportunities disruption affords and driving value in return, according to the AlixPartners 2025 Disruption Index Discover more 2025 AlixPartners Disruption Index: Get ready for the productivity push Uncertainty and volatility are rising, increasing strains on business leaders and operating models. Our findings from the 6th annual AlixPartners Disruption Index show how companies are thriving in this disrupted world. The best-performing companies in our survey are capitalizing on disruption, reinventing their business models, making transformative acquisitions, and investing in cutting-edge technology in pursuit of enhanced productivity AI, automation, and robotics are cited among the largest areas of opportunity, with almost three quarters of CEOs envisioning the deployment of humanoid robots at scale within the next five years Three of four of business leaders believe initiatives tied to social issues have had a positive impact on their companies’ economic performance Two-thirds of CEOs predict major business model shifts in 2025, and three quarters say new tariffs will require business strategy adjustments In response to increasing U.S.-China tensions, 79% of businesses are adjusting their growth plans and 73% of businesses are adjusting their manufacturing and supplier footprint* NEW YORK (January 16, 2025) – Today, AlixPartners released its 6th annual AlixPartners Disruption Index, which surveyed 3,200 CEOs and senior executives around the globe to glean their insights on the challenges, priorities, and opportunities facing their businesses. This year’s survey reveals a paradoxical trend—while two thirds of CEOs said their businesses are highly disrupted, their level of anxiety has in fact remained stable, indicating that business leaders are getting their “sea legs.” Furthermore, the takeaway from the very best performers is that they are not only growing accustomed to disruption, they’re also actively embracing it and capitalizing on it to positive effect. We looked at the companies that performed at the highest level of both growth and profitability. The top 7% of the sample, 229 companies, told us that they set the pace in their industry in revenue growth and saw profits increase 10% or more last year. Data from the survey reveals four practical, no-regrets moves that set the best-performing companies apart from the others: Focus digital investments on business outcomes: Practical moves in a disrupted world Reduce the impact of the cost of capital Aggressively and continuously evaluate and manage business portfolio Create flexibility and diversity in the workforce There’s evidence in the 2025 Disruption Index that we are on the cusp of a productivity revolution, driven by technology, by skills and tight labor markets, and by all the work companies have done to transform operations. Productivity has become the #1 workforce issue. The growth and profitability leaders in our survey said they focus digital investments on business outcomes, citing productivity first, followed by sales and marketing and supply chain management—three areas where it is possible to attain and measure results that flow directly onto the income statement. AI, automation, and robotics are among the biggest areas for growth and opportunity. As business leaders have embraced disruption, they now face the complex challenge of balancing technological investments to future-proof their organizations, while maintaining a close watch on the risks embedded in tech innovations. At the same time, these new technologies promise to drive faster productivity and economic growth, abundant and cheap energy, and longer lives, with a higher quality of life, through advances in healthcare. Rising in the ranks of all business leaders’ biggest worries for 2025 are data privacy and cybersecurity, with 46% saying these pose a threat to their company over the next 12 months. Other leading challenges CEOs say they will face in 2025 are supply chain instability, workforce transformation, regulation and taxation, and increasing geopolitical tensions. Simon Freakley, Executive Chairman of AlixPartners, said: “While disruptive forces continue to shape the CEO playbook, more and more business leaders are gaining confidence and citing diminishing anxiety about their ability to manage their impacts. The very best performers however are now moving beyond simply managing disruptive circumstances and are instead embracing and harnessing them. For example, they are leaning into AI and digital technology like never before, recognizing it as more than a tool to drive efficiency, but rather as an important productivity enabler that augments human intelligence to drive growth. “Disruption in all its guises shows no sign of abating, therefore getting ahead of it and acting decisively has become an integral part of the successful CEO’s skill set. This deliberately front-footed approach underscores why settling for a strategy of mitigation is not an option. In a continually disrupted environment it’s no longer about simply weathering the storm. Instead, it’s about very deliberately harnessing its energy to drive opportunity and increase value.” Key findings from the 2025 Disruption Index include: Politics matter On the back of a year which saw elections in countries that are home to almost half of the world’s population, business leaders cite inflation, interest rates, geopolitical conflict, and regulation and taxation as top threats to their business. Over half (56%) of executives say their company is modifying growth plans due to concerns over U.S.-China relations, and 74% of companies say that new tariffs are causing them to adjust their strategy. To get ahead of disruption from U.S.-China tensions, 65% of CEOs are preparing for potential impacts to material costs and supplier reliability by adjusting manufacturing and supplier footprints and pricing strategies. Following the U.S. Presidential election in November, AlixPartners conducted a survey of 500 executives of the same demographic profile [from November 12 to December 2, 2024]. Results revealed: Business leaders who anticipate significant changes to their business models due to disruptive forces increased 15 percentage points when compared with the pre-election survey responses. Business leaders’ anxiety jumped 19 percentage points post-election, with 36% of leaders saying they feel more anxious in their roles compared to last year, driven largely by the U.S., where 46% of business leaders reported being more anxious in their roles. Businesses reporting plans to shift their manufacturing and supplier footprint in response to concerns over geopolitical tensions between the U.S. and China increased by 27 points to 73% after the U.S. presidential election. Similarly, 79% of business leaders are reporting that they are adjusting their growth plans in response to U.S.-China. Executives expecting company revenues to show positive growth over the next year declined 12 percentage points; business leaders predicting positive growth for their national economy declined 13 points; and leaders anticipating positive growth for the global economy declined 10 points. Post-US Presidential Election Survey Key Findings Will your next coworker be a robot? AI and digital technology viewed as the largest areas of opportunity CEOs see automation of physical processes as a huge opportunity, with 72% of CEOs envisioning the deployment of humanoid robots at scale within the next five years. Executives are increasingly looking to AI and digital technology to grow their businesses, with 80% of executives reporting optimism about the impact of AI. The majority (61%) of executives are primarily focused on using AI to drive revenue growth, and 39% are primarily focused on using AI to drive cost reduction. Despite their optimism, business leaders remain cautious of AI’s effect on the workforce, as 35% of business leaders report concerns about an overreliance on AI, and its potential to reduce critical thinking and problem-solving skills among employees. DEI and sustainability initiatives showing significant ROI While DEI programs are under scrutiny in corporate America, 73% of business leaders in our survey believe initiatives tied to social issues (such as diversity and inclusion, human rights, etc.) have had a positive impact on their company’s economic performance, and 94% of executives whose companies lead their industries in both growth and profitability view diversity and inclusion as a competitive advantage. Three-quarters of survey respondents said environmental concerns are causing changes to business strategy. A similar number of business leaders believe the environmental actions they have taken have had a positive impact on their company’s financial performance. A workforce revolution driven by productivity and upskilling: the looming productivity boom As global workforces continue to transform, businesses are investing in technology and training programs to monitor and improve employee productivity, with leaders prioritizing upskilling and operational experience to enhance resilience, particularly as it relates to AI and technology, to create agile, disruption-ready workforces. Leaders are increasingly prioritizing agility and adaptability when evaluating their teams and show far more impatience with how disruption-ready their companies are—75% of executives believe they need more support from personal and professional advisors, with 43% expecting to hire more full-time workers, up nine percentage points from a year ago. Data privacy and cybersecurity jump among business leaders’ top concerns With threats from cyber-attacks and deep fakes increasing alongside the growth of AI adoption, data privacy and cybersecurity have surged to the forefront of business leaders’ concerns. Nearly half (46%) of executives cite data privacy and cybersecurity as a major threat—a 20-point jump from last year’s survey. This is particularly notable since 45% of business leaders expect significant digital transformation within the year, particularly in sectors where operational efficiency is critical. In addition, cybersecurity and AI are cited as the most important near-term digital investments. Pace over perfection: The most successful companies act boldly In our survey, “growth and profitability leaders” are defined as those companies that are growing both their top and bottom lines faster than the rest of their industry (7% of respondents). Of this group of winners, a whopping 91% expect to make transformative or material acquisitions in the coming year, compared with 53% of all other respondents. And 65% expect to make significant business model changes in the next year, compared with 38% of the rest of the pack. Further, 87% of growth and profitability leaders are investing more money in digital tools and technologies in 2025 than they did in 2024, vs. 58% of other respondents. Finally, 73% of those leaders are reporting returns of 10% or more from their digital investments, compared with 14% of others. AI emerging as a solution for supply chain strains AI is emerging as a critical tool to combat potential supply chain snarls, with 81% of business leaders believing AI and machine learning will improve their supply chain operations, particularly as material costs and availability fluctuate. Supply chain disruption remains a key area of focus, with 45% of respondents expecting supply chain disruption will be more of a challenge in the next 12 months—up 14 percentage points from last year. Almost three-quarters of business leaders surveyed believe their company will need to adjust its pricing strategy to respond to supply and demand volatility in the year ahead. The 2025 AlixPartners Disruption Index Report is available at: https://www.alixpartners.com/disruption-index/. *Data from AlixPartners post-election survey of 500 executives of the same demographic profile [from November 12 to December 2, 2024]. About AlixPartners AlixPartners is a results-driven global consulting firm that specializes in helping businesses successfully capitalize on opportunities and address critical challenges. Our clients include companies, corporate boards, law firms, investment banks, private equity firms, and others. Founded in 1981, AlixPartners is headquartered in New York and has offices in more than 20 cities around the world. For more information, visit www.alixpartners.com. Contact: Ed Canadayscanaday@alixpartners.com+1 917-434-5075 2025 AlixPartners Disruption Index | AlixPartners]]></content>
    <published>2025-01-16T00:00:00Z</published>
    <updated>2026-03-24T10:00:36Z</updated>
    <link href="https://www.alixpartners.com/newsroom/2025-alixpartners-disruption-index/" rel="alternate" />
    <author>
      <name>AlixPartners</name>
    </author>
  </entry>
  <entry>
    <title>Why depository institutions, with or without affiliated securities firms, can and should manage employee use of personal devices for work-related...</title>
    <summary>This paper shows how the failure to monitor for and prevent off-channel communications poses risk to traditional depository institutions...</summary>
    <id>urn:uuid:4a999684-607f-4160-ad78-a17b385cf0f3</id>
    <content type="html"><![CDATA[This paper shows how the failure to monitor for and prevent off-channel communications poses risk to traditional depository institutions that are not subject to the jurisdiction of securities-law regulators and shows how those institutions can mitigate that risk. US securities regulators have cracked down on broker-dealer, investment-adviser and futures commission merchant employees use of unapproved personal devices and applications for business communications, imposing over US$2.8bn in penalties between December 2021 and April 2024. However, because there have not, at the time of writing this paper, been similar enforcement actions against traditional depository institutions that do not have securities affiliates, many traditional banks without securities affiliates have continued with business as usual. Nonetheless, the OCC has recognised that electronic communications can constitute records that must be retained pursuant to specific rules and that banks failure to maintain adequate record retention systems in general can create significant reputation, transaction, credit and compliance risks. This paper aims to illuminate those risks and offers suggestions about how to address them. Why depository institutions, with or without affiliated securities firms, can and should manage employee use of personal devices for work-related]]></content>
    <published>2025-01-15T16:06:06Z</published>
    <updated>2026-10-01T02:52:17Z</updated>
    <link href="https://hstalks.com/article/8970/why-depository-institutions-with-or-without-affili/?=business" rel="alternate" />
    <author>
      <name>Gautam Sachdev</name>
    </author>
  </entry>
  <entry>
    <title>A Better Exit: How Private Equity Can Utilize AI to Sell Portcos More Effectively</title>
    <summary>Private equity firms are sophisticated buyers, constantly searching for prospective acquisitions that will give them plenty of value...</summary>
    <id>urn:uuid:b8b6e906-8a21-4495-94e5-fc7e044dd22a</id>
    <content type="html"><![CDATA[A Better Exit: How Private Equity Can Utilize AI to Sell Portcos More Effectively Private equity firms are sophisticated buyers, constantly searching for prospective acquisitions that will give them plenty of value creation upside, and AI continues to evolve as a must-have tool to enhance purchase decisions. However, downstream in the value creation journey, AI is also taking root as a key component for private equity firms to prepare portcos for sale while maximizing actual returns on their investments.When it comes to preparing an exit, the same skills that make for a great buyer—identifying prospects, cleaning up problems, and demonstrating upside—can help firms and portfolio companies get a much better price. And in the same way that AI can rapidly speed up due diligence, help generate cash fast in the first days of ownership, and improve post-merger integration, it can also make preparation for sale faster and more comprehensive. AI can be helpful in exit preparation, particularly when the deal market is soft and exits are hard to come by—and especially when AI tools are used by experts with deep knowledge of the dynamics of the market and the industries involved. This approach can lead to a big improvement in the price, and even be the difference between selling and having to hold longer. Sponsors and portco executives have many ways of using AI to make their companies more attractive to buyers. This article describes three insightful approaches that, in our experience, can quickly demonstrate tangible value and make the approaches visible to prospective buyers:Improving commercial operationsCleaning up legacy technologyIdentifying opportunities in existing vendor agreements and contractsAll three are important, and all of them can fix problems in anticipation of due diligence and spotlight opportunities for the new owner. With existing, proven AI and machine learning (ML) tools, these tasks can be completed quickly and efficiently.Identifying strengths, weaknesses, and opportunities in commercial operationsBuyers seek upside by moving ahead on a clear path to generate quick returns on their new investments while also laying the groundwork for longer-term gains. Demonstrating opportunities for revenue growth is a great way to reveal that upside and, paradoxically, so is identifying problems when the problems are accompanied by a plan to resolve them. Advanced technologies such as AI/ML can be deployed to identify multiple ways to identify—and quantify—opportunities in salesforce effectiveness, customer churn, pricing, customer service, and other commercial activities. For example, analyzing customer acquisition costs, retention rates, and customer lifetime value can uncover ways to generate gains in customer loyalty while also revealing underexploited opportunities. We partnered with a $5-billion company in the retail industry to train ML models that analyzed sales, marketing, and customer data at a granular level. This approach provided deep insights into the effectiveness of the retailer’s promotional campaigns, and identified untapped potential to improve revenue generated by future initiatives by 30%. Without ML, the effort would have taken weeks of examination. With another client, a furniture retailer, we used ML models to plot out what-if revenue and margin scenarios based on different combinations of initiatives, and as a result, the seller became able to show potential buyers several possible paths to rapid commercial success. Smart sellers can also use AI to conduct rapid analyses of potential buyers that identify potential synergies with the offerings of the acquiring company and which levers should be pulled to make it happen. That’s especially persuasive when the seller can point to opportunities it hasn’t itself been able to seize because it lacks capital or other resources the buyer might be able to provide.Cleaning up legacy technologyOne of the most valuable applications of AI is its ability to address “technology debt’.” Technology debt is what companies incur when they fail to keep legacy systems up-to-date or they resort to quick fixes that don’t fix the underlying issues. CISQ, the Consortium for IT Software Quality, estimates that by next year, nearly 40% of IT budgets will be spent on tech debt—and buyers know to look for it during due diligence. Buyers also know that the post-merger integration of tech stacks is nearly always a source of frustration due to the complexity and diversity of software; as we documented in our 2024 Digital Disruption Survey, both business and technology executives agree that post-merger integration is the technology management challenge they most often struggle to address effectively. Sellers can bolster their case by demonstrating that they have tech debt under control—or at least that they can show where it is and what it would take to resolve it. This is difficult, detailed, technical work, and AI can be of enormous help. AI can be trained to flag outdated code, conduct security assessments, and assist in the tedious but important process of code refactoring: cleaning up code that has become messy or outdated through the years. Our experience shows that AI can reduce refactoring time by as much as two-thirds and cut labor costs by 15 to 20%. Some of today’s AI models are even writing entire applications autonomously. As those models improve, companies will realize material benefits to the ways they develop and work with software. Vendor and Contract ManagementA seller should think like the investors it hopes to attract. That means the seller should ask itself what a buyer wants to find—and doesn’t want to find—when considering a potential acquisition. A significant opportunity lies in understanding who your vendors are, the terms of your contracts with them, and the associated spending. Sellers can now apply AI to their existing vendor agreements to uncover critical details related to specific terms, change-of-control clauses, termination penalties, guarantees, and more. That applies to agreements of all types, such as facilities, leases, and software. With AI, you can extract specific data points, clauses, or total value across the entire vendor base or portfolio in hours instead of weeks. This approach has the added benefit of being able to capture details from often-ignored areas—like tail spend, which historically has been ignored due to the manual effort involved in reviewing hundreds or thousands of obscure PDF files. Working with one discount retail chain, we applied generative AI in a novel way to process more than 12,000 contracts in less than an hour to examine the client’s landlord and geographic footprint. Smart buyers are using AI for vendor management in post-merger integration; smart sellers can get there first by applying technology to do the work up front. In short by being deliberate and strategic in one’s deployment of AI and ML technologies and by knowing the limitations and constraints of real-world scenarios, executives can realize the benefits of data they already have. Generating those insights has three benefits:First, the insights make you more attractive to a buyer by helping the buyer build a compelling deal thesis with both revenue and cost projections supported by real, data-driven insights. Second, its good business for you anyway: even if no deal happens – or until it does – youll have more insights into ways of improving the business. Third, you will have demonstrated something highly attractive – and rare – to a potential buyer: the ability to make effective, value-creating use of AI devoid of the hype. Given a choice between two otherwise similar target companies, a buyer will prefer, and probably even pay a premium for, the one that has proven its ability to leverage AI for real business impact. Download the full article here. A Better Exit: How Private Equity Can Utilize AI to Sell Portcos More Effectively | AlixPartners]]></content>
    <published>2025-01-10T16:37:06Z</published>
    <updated>2026-10-01T02:52:21Z</updated>
    <link href="https://www.alixpartners.com/insights/102jsqd/a-better-exit-how-private-equity-can-utilize-ai-to-sell-portcos-more-effectively/" rel="alternate" />
    <author>
      <name>Jason McDannold</name>
    </author>
    <author>
      <name>Hoyoung Pak</name>
    </author>
    <author>
      <name>Kevin Madura</name>
    </author>
    <author>
      <name>Natalia Connolly</name>
    </author>
  </entry>
  <entry>
    <title>Beyond the console: Video gaming's cloud revolution</title>
    <summary>This is the third chapter of our 2025 Media &amp; Entertainment Industry Predictions Report. You can find the full report here.  Cloud gaming...</summary>
    <id>urn:uuid:e71cc789-4c4e-41da-9814-2afb1789ee44</id>
    <content type="html"><![CDATA[Beyond the console: Video gamings cloud revolution This is the third chapter of our 2025 Media &amp; Entertainment Industry Predictions Report. You can find the full report here. Cloud gaming is set to reshape the video gaming industry in the upcoming years, allowing a much broader base of users to stream high-fidelity games (those with advanced graphics and complex game mechanics) on any device without the need for expensive gaming consoles or PC hardware. The cloud gaming market projects to expand by a 44% CAGR through 2030, driven by rapidly improving high-speed internet infrastructures, evolving commercial models, and improved user experiences. Beyond the gaming experience, cloud gaming will also transform all levels of the video game value chain. We predict that in 2025, both gaming consoles and PC hardware sales will decline, as consumers choose to spend instead on displays and streaming devices. 2025 will be a critical year for building cloud gaming capabilities across the value chain, and players must consider carefully where to invest. How does cloud gaming work?Cloud gaming encompasses various technologies that leverage the cloud to deliver all or part of the gaming experience. The most significant of these is cloud streaming. Cloud streaming has two components: running central processing unit (CPU) and graphics processing unit (GPU) intensive video games on powerful remote servers, and streaming the gameplay to users’ devices. By shifting the considerable computing power required for gaming to the cloud, cloud streaming makes it possible to play high-fidelity games on any device with a display and an internet connection. Why is cloud gaming the future?Cloud gaming offers vastly improved accessibility and cross-platform integration. It reduces consumer barriers to entry by eliminating the need for expensive hardware such as consoles or PCs, making high-quality games more affordable and available to a wider audience—though ongoing subscription prices will likely increase as cloud hosting and delivery costs are embedded within. This shift presents an opportunity for traditional PC and console game developers to expand their offerings on platforms such as smartphones, which account for ~50% of the global gaming market. Additionally, cloud gaming aligns with current trends for seamless cross-platform experiences, allowing players to easily transition between devices while maintaining gameplay progress. What challenges does cloud gaming face? Despite its promising outlook, cloud gaming continues to face both technological and commercial constraints. On the technology front, necessary internet speeds, low latencies, and virtualization software are not yet widely available to allow for mass adoption. But 5G availability and fiber-optic infrastructure are advancing at pace, and AI and machine learning are continuously optimizing video compression and reducing buffering times, further improving the overall user experience. We therefore believe the technology constraint will soon be solved. The transition to the right cloud-friendly commercial models, however, will prove more challenging. More specifically, four entities make up the large majority of games consumed on consoles and PCs (Microsoft, PlayStation, and Nintendo for consoles, and Steam on PC). While they are gaining momentum by bundling cloud gaming options with higher-end content subscription service offerings, these companies have not yet reached a tipping point. Cloud gaming will only see mass adoption once these storefronts incentivize it more effectively. Xbox and PlayStation have offered cloud gaming for several years, but their focus has been on expanding cross-platform reach rather than reducing customer costs by eliminating console hardware. On Xbox Live, customers must subscribe to the most expensive “premium” plan to access cloud gaming. Steam, which makes most of its revenue by taking a percentage of one-time purchases rather than a subscription model, only offers cloud gaming via peer-to-peer, in which one player acts as the server and others connect to that player. To make a larger change, Steam would need to change its revenue model. What may finally incentivize game distributors to prioritize cloud gaming is evidence that the average revenue per user (ARPU) for cloud games seems to be on the rise and set to surpass all other gaming mediums, apart from mobile, by 2027. Once the commercial model problem has been solved, we expect a rapid shift from traditional to cloud gaming, with an adoption curve similar to that of video streaming—where over a period of 10 years, Netflix completely wiped away Blockbuster’s advantage, leading to the latter’s demise. Our prediction for the cloud gaming market in 2025The cloud gaming market could reach $64 billion by 2030 (and $140 billion by 2032, according to Market.us), and continue to rise from there. We predict a marked shift in consumer spending in 2025, as gamers eschew traditional hardware to instead spend on streaming devices and displays.Game developers, publishers, and distributors alike must focus on setting themselves up for success in both the immediate and long term to prepare for the cloud gaming revolution. Technological challenges will soon be resolved, allowing those who solve the commercial model problem to jump ahead in this lucrative, burgeoning industry. Beyond the console: Video gamings cloud revolution | AlixPartners This is the third chapter of our 2025 Media &amp; Entertainment Industry Predictions Report. You can find the full report here. Cloud gaming]]></content>
    <published>2025-01-06T17:19:06Z</published>
    <updated>2026-10-01T02:52:26Z</updated>
    <link href="https://www.alixpartners.com/insights/102jsfq/beyond-the-console-video-gamings-cloud-revolution/" rel="alternate" />
    <author>
      <name>Matteo Carli</name>
    </author>
    <author>
      <name>Mario Ribera</name>
    </author>
    <author>
      <name>Steph De Vuyst</name>
    </author>
    <author>
      <name>Santiago Asiain</name>
    </author>
    <author>
      <name>Maneel Grover</name>
    </author>
    <author>
      <name>Chris Schroeder</name>
    </author>
  </entry>
  <entry>
    <title>Consumer Products Corner - Supply Chain Check up: Are companies ready for the supply chain challenges of 2025?</title>
    <summary>  With the new U.S. administration next year, changes such as increased oil production, higher tariffs, and nearshoring incentives are...</summary>
    <id>urn:uuid:24d1c895-9660-4087-9e98-f3afc84fe0d6</id>
    <content type="html"><![CDATA[Consumer Products Corner - Supply Chain Check up: Are companies ready for the supply chain challenges of 2025? With the new U.S. administration next year, changes such as increased oil production, higher tariffs, and nearshoring incentives are expected. Companies including consumer products firms are anticipating supply chains to be impacted. PMI continues to contract as companies remain cautious about the economic outlook amid mixed demand signals. Apparel and Luxury sectors outperformed in inventory turnover, while consumers pulled back on big purchases in Home and Durables. As companies prepare to enter 2025, building agile supply chains will be key to managing any economic and geopolitical shifts. On a monthly basis, AlixPartners charts sales, sentiment and supply chains in consumer-facing businesses. Learn more about the Consumer Products Corner newsletter and read previous articles, here. Consumer Products Corner - Supply Chain Check up: Are companies ready for the supply chain challenges of 2025? | AlixPartners]]></content>
    <published>2024-12-19T14:45:36Z</published>
    <updated>2026-10-01T02:52:27Z</updated>
    <link href="https://www.alixpartners.com/insights/102jrlz/consumer-products-corner-supply-chain-check-up-are-companies-ready-for-the-sup/" rel="alternate" />
    <author>
      <name>Randy Burt</name>
    </author>
    <author>
      <name>Brett Meyer</name>
    </author>
    <author>
      <name>Ben Roers</name>
    </author>
  </entry>
  <entry>
    <title>How the U.S. election could change the domestic manufacturing calculus</title>
    <summary>The lesson of the pandemic years was that companies need to invest in supply-chain security and build agility into their manufacturing...</summary>
    <id>urn:uuid:afb7e25f-698b-4d8f-a019-0bd732ab1a69</id>
    <content type="html"><![CDATA[How the U.S. election could change the domestic manufacturing calculus The lesson of the pandemic years was that companies need to invest in supply-chain security and build agility into their manufacturing strategy. They need to be like water, adjusting as conditions change, as they always do. Stabilized inventory and easing inflation reduced pressures slightly in 2024, and with the Trump Administration set to take office in early 2025, companies need to consider how their current manufacturing and supply-chain strategy will fare under proposed policy changes.Firstly, lower corporate tax rates and higher tariffs on imported goods could change the calculus for companies looking at the merits of onshore or nearshore versus offshore manufacturing. A National Bureau of Economic Analysis study of the 2017 Tax Cuts and Jobs Act, entailing significant corporate tax cuts, found that domestic investment increased by about 20% for firms with an “average-sized tax shock” over a baseline scenario. This legislation sunsets on December 31, 2025, though the corporate tax rate, currently 21%, has no expiration and could be dropped to 15% under the incoming administration’s vision.Second, the proposed tariffs could have an impact on demand and cost for goods. President-elect Trump campaigned on a blanket 10-25% tariff on imported goods—and an additional 60% for goods manufactured in China. The prospect of a trade war could, in turn, impact U.S. producers; the Australia-China trade war, in which China imposed 200% tariffs on Australian wine, saw the Australian share of wine imports drop from 27.46% in 2020 to 0.14% in 2023, according to government data.Third, the United States-Mexico-Canada Agreement (USMCA) will need to be renewed in mid-2026. Under a scenario in which the U.S. exits the USMCA, Chinese electric vehicle (EV) companies looking to manufacture cars in Mexico could expect to see increased tariffs, given the threat to U.S. EV companies such as Tesla and Rivian.Where domestic demand is expected to grow, companies need to have a plan to meet it. Consumer fatigue will also shape demand as higher prices cut into spending.These are the dynamics that will shake out in 2025 as the transition takes place, in advance of which companies need to take a strict approach to margin protection and agility in their supply chain strategy.Considerations for improving productivity, driving operational efficiency, and optimizing costsAs companies forecast their short- and long-term sales, certain sectors projected to see an uptick in demand have a small window of opportunity to ensure their sales, operations, and inventory (S&amp;OP) process is robust. Companies with mature S&amp;OP processes outperform competitors by improving forecast accuracy, reducing inventory costs, and enhancing customer service levels while operating efficiently. Companies expecting an increase in demand will collaborate not only internally across functions but also externally with suppliers to ensure sufficient raw materials are ordered and, in turn, produced upstream. Within manufacturing, driving throughput improvement and operational efficiency for capacity-constrained facilities could be critical. Additionally, planning and scheduling could be the key to maximizing valuable production time and fulfilling customer demand on time.Companies anticipating a decrease in demand due to retaliatory tariffs will need to look for ways to optimize costs, especially in manufacturing, by driving operational efficiency. This could be the right opportunity to reevaluate product portfolios and conduct SKU rationalizations while optimizing the manufacturing footprint and—potentially—bringing manufacturing back to the U.S.Considerations for transitioning manufacturing locationsAny greenfield (undeveloped) or brownfield (legacy site) manufacturing plant start-up involves setting up production processes from scratch or transferring assets from another plant. The manufacturing transition involves a series of decisions:Manufacturing footprint: A key step in considering moving production processes is evaluating the current manufacturing capabilities and opportunities to leverage existing locations, facilities, and/or assets. Often, existing facilities are under or poorly utilized, which, when tied to productivity and operational improvements, can enable increased output without new facilities or enable consolidation of existing plants. Additionally, footprint evaluations can drive the optimization of production, products, and processes closer to the respective customers and reduce logistics costs. Transferring equipment vs. buying new: For a complete migration of a production process, it is possible to save significant capex by transferring the equipment. This also mitigates the risk of long lead times for new equipment. That said, older equipment may not transfer well or prove very interoperable and may not have much useful life left. Potential technological advancements may deliver improved throughput and reduce reliance on manual labor such as automated packaging lines or faster manufacturing lines capable of producing multiple products—but that depends on the equipment. Companies can evaluate their existing production lines to see if dedicated or flexible manufacturing lines would make sense for their business needs. Although flexible lines could reduce the initial space and capex requirements, dedicated lines could deliver superior efficiencies at a lower cost per unit. Building inventory: Migrating a production line could potentially lead to a production gap during the transfer period, which is compounded by the inevitable unforeseen challenges. For many companies, it may be difficult to build up enough inventory to provide finished goods during the transfer period. Additionally, building excess inventory ties up capital, requires additional storage space, and poses the potential risk of obsolescence. Assessing regulations and supporting infrastructure: The original manufacturing process may have been designed to comply with local regulations and standards at the time of installation; however, regulations may have changed or could be different if relocating to a different country, state, or even a municipality. For example, waste-water regulations for the chemicals industry could be vastly different across municipality lines. During the assessment stage, the regulations and supporting infrastructure in potential locations should be fully reviewed to ensure viability. Knowledge transfer: Established production lines will commonly have significant amounts of tribal knowledge and poorly documented procedures. From small idiosyncrasies about how to run old machines well to how to fix a specific fault are part of the experience and knowledge companies often underestimate. To minimize loss of information and ensure knowledge transfer, companies should focus on establishing or enhancing standard operating procedures (SOPs) for existing processes and bringing a select group of experienced personnel, including operators and maintenance personnel, to support manufacturing startups in the new location. Ensuring knowledge is preserved and transferred to the new plant will help accelerate a successful launch.Considerations for manufacturing labor availability Manufacturing jobs have recovered to just above pre-pandemic levels, and labor shortages persist. Manufacturing wages increased around 8.6% from October 2022 to October 2024, per U.S. Bureau of Labor Statistics data, driven in part by union negotiations such as the recent UAW and IAM contracts. Unemployment in the manufacturing sector has historically been low (sub 4%). As more companies look to bring manufacturing back to the U.S., we would expect upward pressure on wages and intensified competition for labor. A loose campaign pledge to eliminate taxes on overtime pay would benefit hourly workers and, in our view, decrease labor productivity during regular hours.Considerations for sourcing and procurement Whether moving manufacturing to a new location or increasing production in an existing location, ensuring the availability of raw materials is crucial. Finding and identifying a set of new suppliers and validating them for a manufacturing facility in a new region can be a daunting task, but might offer opportunities to facilitate better payment terms or negotiate volume discounts. Partnering with a credible supply chain partner could accelerate project timelines, ensure supplier reliability, and keep costs competitive. Some manufacturers may consider stocking up on inventory to lock in current prices before tariffs take effect. Considerations for warehousing and distributionFrom procuring raw materials to distributing finished goods, companies may need to establish a new warehousing and distribution network or refine their existing plan, especially if they plan to increase their inventory levels. Although warehousing and logistics costs have come back down to pre-pandemic levels, any disruption in the supply chain could provide upward pressure on warehousing and logistics costs, and as demand for reshoring or near-shoring increases, warehousing and logistics costs could increase. Companies may benefit from signing long-term contracts to ensure they aren’t paying spot premiums on lane rates or renewing their leases early if possible. The exact policy landscape of the next four years is not yet clear—it is still out to sea. To ensure they are ready for what is to come, companies have a chance now to evaluate their strategy and consider reshoring or near-shoring. Read our previous article on how tariffs may reshape global supply chains and what companies can do about it here. How the U.S. election could change the domestic manufacturing calculus | AlixPartners]]></content>
    <published>2024-12-16T17:13:06Z</published>
    <updated>2026-10-01T02:52:32Z</updated>
    <link href="https://www.alixpartners.com/insights/102jqrl/how-the-u-s-election-could-change-the-domestic-manufacturing-calculus/" rel="alternate" />
    <author>
      <name>Parmesh Bhaskaran</name>
    </author>
    <author>
      <name>Steven Hilgendorf</name>
    </author>
    <author>
      <name>John Nodson</name>
    </author>
    <author>
      <name>Chandan Singh</name>
    </author>
  </entry>
  <entry>
    <title>Logistics and the impact of e-commerce and AI: challenges and opportunities</title>
    <summary>With ever-shrinking margins and ever-increasing competition, logistics has reached a turning point where technology and innovation are...</summary>
    <id>urn:uuid:99421280-f606-4648-a676-f31c45e4c018</id>
    <content type="html"><![CDATA[Logistics and the impact of e-commerce and AI: challenges and opportunities With ever-shrinking margins and ever-increasing competition, logistics has reached a turning point where technology and innovation are critical tools for growth and competitiveness. Technological evolution and growing consumer expectations are pushing companies towards a future where operational efficiency and the ability to adapt to new challenges are essential. In this scenario, e-commerce and artificial intelligence (AI) emerge as the driving forces of transformation for the entire industry. This goal will be achieved only by those who are able to effectively lead with a digital-first approach in their organisation, revitalising the operating model and integrating new skills.Market contextThe Italian logistics sector is worth approximately 90-100 billion euros, with 9% annual growth from 2020 to 2023, connected to post-COVID inflation. The transport segment represents approximately 50% of the market, followed by freight forwarders, logistics operators, and couriers. The sector is highly fragmented, with more than 80,000 operators, and is characterised by low margins (typically between 4-7% of EBITDA). The difficulty in remaining competitive, especially for small operators, has led to a reduction of more than 30% in the number of active companies over the last 15 years.E-commerce is one of the driving forces within the sector and, as such, it constitutes both an opportunity and a risk. For retailers, harnessing e-commerce is mandatory to stay in the market, but logistics requires significant efforts to meet service levels at acceptable costs. Technological innovation is the key to supporting this challenge.Innovation in logistics Innovation is the number one challenge for Europe in general, as indicated in the Draghi report “EU Competitiveness Report”, and it is essential to keep pace with the United States and China, where R&amp;D investments have grown in the last 10 years compared to Europe.Logistics is no exception, and operators must leverage technology to meet the challenge of economic sustainability. Still, above all, they must manage profound cultural change within the organisation, integrating new skills and developing new business models. And all of this with tightening transformation timeframes. However, companies that want to innovate must become aware of their technological gaps compared to direct competitors and digital native companies. Yet the tight transformation timeframes require an iterative process with pilot phases to test the organisation’s ability to integrate new technologies and the new skills required to use them. Therefore, it is necessary to define a long-term digital strategy across the company.From an e-commerce perspective, innovation must be the lever to embrace the trend competitively and with sustainable investments, even for companies with a smaller scale than global marketplaces. For retailers and the logistics operators that support them, e-commerce is an option that cannot be avoided. It is expected to continue to grow to 23% of global retail by 2027, with increasing customer service expectations. On the other hand, retail companies that significantly increase their share of online sales should be mindful that this will typically constrain margins to some degree, which must be countered with innovative solutions.E-commerce SolutionsAI offers a wide range of applications that can support companies looking to embrace e-commerce. The first example is the optimisation of warehouse operations. Through advanced algorithms, AI can improve the layout, predict demand peaks and manage picking more efficiently. AI-based “Wave picking” considers discrete and statistical variables (such as incoming orders) and can integrate the peculiarities of e-commerce. For example, by predicting possible incoming orders from typically multi-item e-commerce retailers, an algorithm may be able to decide to postpone specific orders in subsequent waves and reduce the overall number of picking and shipping operations, resulting in a productivity improvement related to picking and downstream processes. Even the warehouse layout, if optimised based on machine learning algorithms, can allow for a reduction in picking times of up to 20/25% by reviewing the geometry of the space itself or the placement of items based on sales forecasts. Other areas that can be addressed are inventory optimisation (through the identification and dynamic updating of safety stocks), maintenance, and even work organisation.A second example concerns last-mile deliveries, typically expensive in e-commerce businesses. AI algorithms can optimise delivery routes, reducing shipping time, costs, and improving environmental sustainability. Optimisation algorithms can handle complex variables such as weather, cost per trip, transport capacity, time slots, number of stops and traffic to develop optimised delivery routes. The operation can occur in two phases. In the first phase, the ideal starting point for each order is assessed: whether it should be shipped from a storage hub, from a point of sale or through a peripheral sorting point. In the second phase, the optimal routes are determined from the orders assigned to the various starting points for each vehicle, considering the requested delivery times.In this context, a large Italian retailer recently decided to acquire a third-party company to manage last-mile deliveries for all its brands, to integrate, optimise, and entrust them to third-party transport operators for actual delivery. Thanks to this reassessment of their model, the retailer achieved last-mile delivery cost reductions of between 10 and 15%, making them sustainable for e-commerce growth. There were also several consequences at the business model level: i) review of the groups business perimeter, with the introduction of a new company; ii) introduction of new skills, including digital ones – to be drawn and motivated – to manage this new area of activity; iii) review of the integration philosophy between the brands, which shifted from a position of direct competition to cooperating on a fundamental phase of the operational process. Logistics and the impact of e-commerce and AI: challenges and opportunities | AlixPartners]]></content>
    <published>2024-12-16T11:52:06Z</published>
    <updated>2026-10-01T02:52:34Z</updated>
    <link href="https://www.alixpartners.com/insights/102jret/logistics-and-the-impact-of-e-commerce-and-ai-challenges-and-opportunities/" rel="alternate" />
    <author>
      <name>Fabrizio Mercurio</name>
    </author>
  </entry>
  <entry>
    <title>Manufacturing overview: Tariffs and taxes add uncertainty to the year ahead</title>
    <summary>Manufacturing businesses are still facing considerable cost pressures due to lower year-over-year revenue, making it essential for...</summary>
    <id>urn:uuid:906ebfb6-ff7a-4477-bf57-a072a8804027</id>
    <content type="html"><![CDATA[Manufacturing overview: Tariffs and taxes add uncertainty to the year ahead Manufacturing businesses are still facing considerable cost pressures due to lower year-over-year revenue, making it essential for companies to improve operational efficiency and optimize their footprint. Uncertainty surrounding tariffs and taxes remains a key concern for manufacturers. Meanwhile, labor costs and workforce retention challenges continue to impact the industry, though there has been a slight softening in recent times. Read our quarterly report for more insights on these ongoing challenges and opportunities for manufacturers to get ahead in the coming year. Manufacturing overview: Tariffs and taxes add uncertainty to the year ahead | AlixPartners]]></content>
    <published>2024-12-12T20:37:06Z</published>
    <updated>2026-10-01T02:52:37Z</updated>
    <link href="https://www.alixpartners.com/insights/102jr4n/manufacturing-overview-tariffs-and-taxes-add-uncertainty-to-the-year-ahead/" rel="alternate" />
    <author>
      <name>Parmesh Bhaskaran</name>
    </author>
    <author>
      <name>Steven Hilgendorf</name>
    </author>
  </entry>
  <entry>
    <title>Rebooting cyber protection: preparing for CMMC 2.0</title>
    <summary>The AlixPartners A&amp;D Minute  The Pentagon’s revised Cybersecurity Maturity Model Certification (CMMC) policy comes into effect this...</summary>
    <id>urn:uuid:5369ed63-eb1e-4592-820a-ccc2a0263e6d</id>
    <content type="html"><![CDATA[Rebooting cyber protection: preparing for CMMC 2.0 The AlixPartners A&amp;D Minute The Pentagon’s revised Cybersecurity Maturity Model Certification (CMMC) policy comes into effect this month, starting the clock on a four-year phase-in of requirements across all defense department contracts that involve handling Federal Contract Information (FCI) and Controlled Unclassified Information (CUI). While regulations detailing unified standards for cybersecurity across defense contracts are expected to come into force in mid-2025, requirements are already being imposed by some prime contractors. With cyber attacks and data theft on the rise, compliance and certification with the new benchmarks will become a condition of contract award for thousands of suppliers.Now is the time for preparation. AlixPartners sees value in not simply approaching these as compliance requirements. Revised policies—if prudently followed—can lead to better business outcomes. Turning this moment from a chore to a competitive advantage, however, won’t happen by accident. The Department of Defense’s newly published CFR 32 codifies the policy elements of what’s been dubbed CMMC 2.0, which come into force on December 16. Meanwhile, CFR 48 (the proposed rule embedding the cybersecurity health requirements) is expected to be effective by mid-2025.Understanding what’s comingThe three tiers of requirements under CMMC 2.0 replace the existing self-assessment for companies handling Federal Contract Information (FCI) and Controlled Unclassified Information (CUI). This means many will now need to secure approval from the limited but growing pool of third-party assessors, creating a potential bottleneck for companies to navigate. Importantly, the cost of and access to compliance certification will become a competitive tool.Uncertainties remain over the final composition of CFR 48, including a 72-hour notification requirement for reporting lapses in information security, remediation of noncompliance, and an appeals process.While CMMC 2.0 rolls out under a phased approach (starting mid-2025 and continuing through 2028), The Department of Defense reserves the right to accelerate implementation. Under the current mode, solicitations will be managed based on compliance across the three certification levels tied to the sensitivity of data being handled.Level 1: Companies handling FCI includes 17 requirements with an annual self-assessment and annual affirmation.Level 2: Companies handling FCI includes 110 requirements aligned with the National Institute of Standards and Technology Special Publication (SP) 800-171. This level requires a triennial third-party assessment and annual affirmation for select programs.Level 3: Comprises 134 requirements based on NIST SP 800-171 and SP 800-172, with a triennial assessment conducted by the Defense Industrial Base Cybersecurity Assessment Center and annual affirmation.*The Department of Defense reserves the right to accelerate implementationNeeded: clear, cohesive guidanceWe see several critical areas requiring further clarification, including:Responsibility of Prime contractors in verifying the compliance status of subcontractors at any given point.Mechanisms for tracking changes in compliance status between certification periods, which range from one to three years, remain unclear. This creates potential gaps in accountability.Guidance is needed to address how compliance lapses will be managed, whether through corrective plans of action and milestones facilitated by C3PAOs or through government auditors.Liability in the event of data loss involving controlled information. While the Defense Industrial Base response model could potentially provide a framework, a definitive approach has yet to be established.Access to the Supplier Performance Risk System data for relevant stakeholders remains an open question, as does clarification around reimbursement of costs associated with government assessments, particularly for Level 3 compliance.There are also questions regarding the use of classified models to meet or exceed Controlled Unclassified Information requirements when National Institute of Standards and Technology 800-171/172 controls may not fully address these needs. Potential conflicts in System Security Plans between varying classification levels further underscore the need for clear, cohesive guidance to ensure consistent cybersecurity practices across all levels of compliance. Addressing these unresolved areas will be essential to support prime contractors, subcontractors, and assessment bodies in meeting the new standards effectively. Companies will need to contemplate these issues as they go through their compliance journey via the steps outlined below.Critical stepsThe journey to CMMC 2.0 compliance starts here:Understand the requirements and familiarize yourself with the CMMC framework to determine which certification level applies to each of your contracts. This may involve reviewing relevant defense department documents and guidelines.Conduct a gap analysis. Evaluate your existing cybersecurity practices and planned changes against CMMC 2.0 requirements. Identify areas that need improvement and develop a roadmap toward compliance.Develop and implement robust cybersecurity policies and procedures that align with CMMC 2.0. These include elements of access control, incident response, and risk management. All employees will also need to be trained on cybersecurity best practices and the importance of compliance.Identify and select a CMMC Third-Party Assessment Organization to evaluate your compliance and issue the certification.Build in sustainability and improvement: After certification, maintain compliance through ongoing monitoring, audits and updates to cybersecurity measures as threats evolve. Once new policies and procedures are deployed, they need to contemplate the issues above to ensure companies remain compliant even as the requirements evolve to address emerging threats and changes to the regulatory environment. Be ready to bidCompliance is more than just a regulatory requirement: Its a vital component of a comprehensive cybersecurity strategy. For aerospace and defense firms, obtaining and maintaining CMMC 2.0 certification is non-negotiable.This is a critical step toward better safeguarding sensitive information, securing valuable contracts, and building industry trust. By actively embracing the CMMC 2.0 framework, these companies can significantly bolster their cybersecurity resilience and contribute to enhancing national security.Senior leaders across organizations need a partner to adequately fast-track the journey to CMMC compliance. Assessing where you need to be and how long the journey to get there is one challenge. Creating a roadmap to turning this moment into a competitive advantage in a fast-moving development in the industry will, in the end, separate the winners from the losers.Working through the appropriate levels, determining the scope of the assessment and preparing for C3PAO/DCMA DIBCAC audits will be prudent for most organizations. Also determining the data impacts and ensuring only the FCI and CUI data necessary for compliance is addressable. This will have the ancillary effect of determining what if any downstream controls are required of supply chain vendors. At AlixPartners, we partner with senior leaders across organizations to fast-track their journey to CMMC compliance. We’re here to help navigate this critical undertaking. For a deeper discussion about the challenges and solutions associated with this topic, contact: Eric BernardiniExecutive Partner &amp; Managing Director; Aerospace, Defense, and Airlinesebernardini@alixpartners.com Stefan OhlGlobal Co-Lead; Aerospace, Defense, and Airlinessohl@alixpartners.com David Wireman Global Co-Lead; Aerospace, Defense, and Airlinesdwireman@alixpartners.com Beth MusumeciGlobal Leader, Cyberbmusumeci@alixpartners.com Etienne MuselierAmericas Leader; Aerospace, Defense, and Airlinesemuselier@alixpartners.com Contact the authors:Ben BrooksPartnerwbrooks@alixpartners.com Stan AwenlimoborDirectorsawenlimobor@alixpartners.com Dean WeberDirectordweber@alixpartners.com Joseph FreehVice Presidentjfreeh@alixpartners.com Rodion KaplounovVice Presidentrkaplounov@alixpartners.com Rebooting cyber protection: preparing for CMMC 2.0 | AlixPartners The AlixPartners A&amp;D Minute The Pentagon’s revised Cybersecurity Maturity Model Certification (CMMC) policy comes into effect this]]></content>
    <published>2024-12-12T17:34:06Z</published>
    <updated>2026-10-01T02:52:38Z</updated>
    <link href="https://www.alixpartners.com/insights/102jra2/rebooting-cyber-protection-preparing-for-cmmc-2-0/" rel="alternate" />
    <author>
      <name>Eric Bernardini</name>
    </author>
    <author>
      <name>Stefan Ohl</name>
    </author>
    <author>
      <name>David Wireman</name>
    </author>
    <author>
      <name>Beth Musumeci</name>
    </author>
    <author>
      <name>Etienne Muselier</name>
    </author>
    <author>
      <name>Stanley Awenlimobor</name>
    </author>
    <author>
      <name>Dean Weber</name>
    </author>
  </entry>
  <entry>
    <title>Picture this – What the Cineworld ruling means for hospitality and leisure</title>
    <summary>Earlier this autumn, the English Courts approved a restructuring of Cineworld, the cinema group that operates at leisure locations across...</summary>
    <id>urn:uuid:973b6596-e8f2-4fbb-a4f7-95b7c766c7e0</id>
    <content type="html"><![CDATA[Picture this – What the Cineworld ruling means for hospitality and leisure Earlier this autumn, the English Courts approved a restructuring of Cineworld, the cinema group that operates at leisure locations across the U.K. The case followed a challenge by two objecting landlords and has potential read-across for the entire hospitality and leisure industry. It highlights use of a nascent type of restructuring method – the “Restructuring Plan” (RP) – which has also been used by Prezzo and Revolution Bars Group, amongst others, recently. This method for court-supervised compromises with both secured and unsecured creditors is an increasingly powerful tool for restructuring the debts of a company, and some would argue marks a move away from company voluntary arrangements (CVAs) to an RP “era”. This could prove particularly pertinent at a time when it seems a rising number of companies face into the need to right-size operations and overheads, as a necessary step towards securing long-term viability, especially in the wake of the recent Budget. The Cineworld case showed that this process comes with some complexities – including elements that had never been tested in court before – but in simple terms, and unlike a CVA, an RP can be approved by a court in a scenario whereby the majority of creditors are not necessarily in favour – and it nevertheless becomes binding on all creditors.Background to Cineworlds challengesCineworld was severely impacted by the pandemic and government restrictions. While a reorganisation led by Cineworld’s sister company in the U.S., Regal Cinemas, under Chapter 11 of the US Bankruptcy Code in 2022, provided some liquidity and headroom in relation to the group indebtedness, it did not address Cineworld’s lease liabilities over its cinema sites – a significant number of which were “over-rented” (with contractual rent in excess of fair market rent). This factor, together with difficult trading conditions, exacerbated by the screen actors’ and writers’ strikes in 2023, resulted in Cineworld continuing to suffer severe difficulties. As the group faced into the summer it was clear that, with the September quarter rent falling due, insolvency would have been unavoidable and intervention was required. Demystifying the RP processWorking with the global group board, we assessed what alternative options were available. It became clear that, absent an RP, the most realistic alternative would be a sale of the key Cineworld assets to Regal. However, this would need to be affected via a potentially value-destructive insolvency event, such as administration, and so instead it was considered appropriate to pursue an RP. The terms of the RP would primarily focus on rebasing rents on potentially viable sites in line with the market, and exiting sites that were unlikely to be viable even at a true market rent. Intercompany loans would also be written off, financial creditors would also give concessions to aid cashflow, and other historic liabilities would also be compromised.A total of 32 classes of creditor were convened across the Cineworld restructuring plans. The secured term loan lenders and secured intercompany lender approved the plans. Among the classes comprising landlords, general property creditors and business rates creditors, results were mixed: overall, 12 classes approved and 20 classes voted against the plans. What was unique about this case – and arguably the cause of some controversy – was that Cineworld previously consensually renegotiated some of its UK leases in 2023, before this latest process. In exchange for rent reductions at that time, Cineworld entered into several side letters with the tenants agreeing that, if Cineworld entered into a RP or CVA, then these leases would be excluded from the process.However, Cineworld’s RP sought to impose additional impairments beyond what had been contractually agreed in 2023 – on the basis that the sites subject to these side letters were still over-rented, even after the reductions associated with the side letters. Not including these landlords in the RP might have been considered to be favourable treatment when compared with other landlords, which the UK Courts typically do not allow. The Court accepted Cineworld’s evidence that, at the time of the side letters, the company had underestimated a number of factors, for example: the impact of the actors’ and writers’ strikes on the pipeline of films; the increase in the national living wage (higher than anticipated); and lower-than-anticipated cinema attendances. The Court accepted that, accordingly, the deterioration of the UK group’s trading performance since those side letters, had been greater than projected. Takeaways and learnings for hospitality and leisure Aside from this headline issue however, there are several other key takeaways from the process: One is the importance of companies assessing the feasibility/benefit of an RP as early as possible, and then working up a realistic timetable that allows for slippage/delays to ensure that the plan can be sanctioned in time prior to an (often critical) upcoming rent quarter date. This is because, unlike other restructuring processes, the lead time for implementation of an RP can be several months. Linked to this point, a company’s financial forecasts are key to determining the terms of the RP, and therefore need to be robustly tested and agreed at the outset of the process. It is therefore important to socialise the forecasts with all internal stakeholders as soon as possible in order to achieve a consensus, and to prevent later delays.In terms of that preparation, it was essential to be as comprehensive as possible and to demonstrate clearly to creditors and the Court why the RP would fix the fundamental problem. Preparation of pre- and post-RP business plans were vital to demonstrating this. The case also highlighted the need for transparency – most RPs are subject to some level of challenge by creditors, who will have a right to review key information that informs the need for the RP – and so everything should be prepared assuming as though opposing creditors will get access to it. Key decisions should be recorded contemporaneously. Given the RP process is relatively new, companies can be creative and innovative with terms to achieve the desired outcome – just because it hasnt been done before, doesnt mean it isnt possible. Here, we were able to create RP terms that will have allowed some cinemas to remain open, that would otherwise have closed if an existing RP precedent had been followed.A fundamental component of an RP is that it must ensure that creditors are no worse off than the “relevant alternative” if the RP were not implemented – in this case, that was identified to be the Administration process mentioned earlier. Robust evidence of why the “relevant alternative” is what it is stated to be is therefore vital – and in this case it was supported by witness statements from all major stakeholders. The case evidences again that there is a rescue culture in the courts and that, if there is a fair plan, they will look to endorse it, whether the majority of creditors back the proposals, or not.This article was previously published in Propel. Picture this – What the Cineworld ruling means for hospitality and leisure | AlixPartners]]></content>
    <published>2024-12-12T14:18:36Z</published>
    <updated>2026-10-01T02:52:39Z</updated>
    <link href="https://www.alixpartners.com/insights/102jr6f/picture-this-what-the-cineworld-ruling-means-for-hospitality-and-leisure/" rel="alternate" />
    <author>
      <name>Ian Partridge</name>
    </author>
  </entry>
  <entry>
    <title>U.K. Autumn Budget: Consumer goods companies caught between a rock and a hard place</title>
    <summary>  Consumer goods companies, from the food industry to electronics and white goods, are caught in an unenviable position in the wake of...</summary>
    <id>urn:uuid:62f69f9c-4bb8-440b-b5fb-83d2c9485f1b</id>
    <content type="html"><![CDATA[U.K. Autumn Budget: Consumer goods companies caught between a rock and a hard place Consumer goods companies, from the food industry to electronics and white goods, are caught in an unenviable position in the wake of the U.K. Autumn Budget announcements. The Budget raised taxes and payroll costs for all employers, but it will be the makers of consumer goods that really feel the squeeze because they are trapped between rising input costs and retailers who will be putting pressure on manufacturers to reduce prices or accept lower margins.Retailers recently wrote to the Chancellor warning they faced additional costs of up to £7 billion a year as a result of the announced increases to the National Minimum Wage, National Living Wage, and employer National Insurance Contributions (NICs). They acknowledged that suppliers were in the same boat. Manufacturers have not put a price tag on the Budget measures, but their response can be gleaned from the S&amp;P Global U.K. Manufacturing Purchasing Managers’ Index, which fell to a nine-month low in November and placed manufacturing in downturn territory. Survey respondents said some investment decisions were being put on hold after the Budget announcements on October 30.AlixPartners’ 2025 Global Consumer Outlook, meanwhile, finds that more than 85% of U.K. consumers will be spending the same or less next year. It appears that economic uncertainty and worries over inflation are driving consumers towards private-label brands and discount channels, with the occasional premium purchase as a treat. This is hollowing out demand for some mainstream brands.Against this backdrop of consumer caution, the Budget measures have put significant pressure on consumer goods manufacturers and will require them to carefully manage their margins, costs, and pricing strategies to remain competitive. The ripple effects of a stronger US dollarAnother factor that consumer goods makers will be closely monitoring is the strength of the U.S. dollar, because many of the raw materials and commodities they use including wheat, cocoa, coffee and oil, are priced in the currency. When the US dollar strengthens, the cost of these inputs for U.K.-based manufacturers increases, squeezing margins. So far this year, the fall in crude oil prices has mitigated the impact of a strong dollar on input producer price inflation. Nevertheless, the exposure of manufacturers to currency risk needs to be incorporated into their strategic planning. Investment and M&amp;A activity might also be affected by the greenback’s strength, sometimes in opposing ways. On the one hand, the strong dollar will depress the U.K. and European earnings of U.S.-based multinationals when translated back into dollars, which could make these markets less attractive for investment compared to the U.S. Add to this the likelihood of higher U.S. tariffs on foreign goods and the case for channelling investment into U.S. operations, rather than into the U.K. or Europe, grows stronger. On the other hand, U.K.-based consumer goods companies might become more attractive acquisition targets for U.S.-based multinationals and private equity firms if the strength of the dollar continues. Private equity has plenty of dry powder to deploy, and in this economic environment there will be no shortage of manufacturing firms in need of a capital injection to drive innovation, manage supply-chain resilience, and increase productivity. Private equity investors could therefore play a role in consolidating the market by acquiring and integrating smaller or underperforming players.There will also be opportunities to capture value from divestitures. As some larger consumer goods conglomerates look to divest non-core or underperforming business units, private equity firms may see opportunities to acquire those assets at attractive valuations. Steps to take to protect marginsDespite the headwinds faced by consumer goods manufacturers, there are several ways in which they can manage their costs and margins and emerge stronger as a result. For companies that have not already done so, now is the time to implement productivity programmes to take costs out of operations. Options here include automation to make supply chains more resilient. By diversifying sourcing and improving demand forecasting, manufacturers can avoid stock issues and better manage risks and costs.Secondly, manufacturers should adopt a holistic approach to margin management. Rather than just looking at price or cost in isolation, manufacturers need to take a comprehensive view of their margins. This involves understanding what features and benefits consumers truly value and are willing to pay for, then optimising their product offerings, pricing, and marketing strategies accordingly. Clear communication of product benefits, emphasis on unique selling points, and exceptional customer service will all enhance customer perception and appreciation.Trade promotion spending, in particular, needs to be reviewed to ensure it is contributing to sales and profit growth, rather than just eroding margins. Developing a strong omnichannel strategy, including both physical and online sales channels, can help manufacturers better manage their costs and pricing, while reducing the need for heavy discounts to shift stock. Strong data and analytics capabilities are essential here to help manufacturers understand how consumers shop across both physical stores and online channels. Just as manufacturers compete for prime shelf placement in physical retail stores, they also need to focus on optimising their online visibility and placement on retailer websites. This may involve paid placements alongside search engine optimisation strategies.As we noted earlier, price negotiations between retailers and their suppliers are about to get a lot tougher. The best way manufacturers can prepare for these difficult conversations is to have robust data at their fingertips to justify price increases. The Autumn Budget may have shrunk their room for manoeuvre, but with the right strategies, consumer goods manufacturers can work to maintain their margins and competitiveness. U.K. Autumn Budget: Consumer goods companies caught between a rock and a hard place | AlixPartners]]></content>
    <published>2024-12-11T11:47:06Z</published>
    <updated>2026-10-01T02:52:43Z</updated>
    <link href="https://www.alixpartners.com/insights/102jr2a/u-k-autumn-budget-consumer-goods-companies-caught-between-a-rock-and-a-hard-pla/" rel="alternate" />
    <author>
      <name>Andy Searle</name>
    </author>
  </entry>
  <entry>
    <title>Plugging in: To supercharge electric grid hardening, utilities must address supply chain challenges</title>
    <summary>Power utilities across the United States and globally are finding themselves under pressure to deliver a more resilient grid amid more...</summary>
    <id>urn:uuid:dbda2d98-63b3-44b6-a1ce-d43572644a8f</id>
    <content type="html"><![CDATA[Plugging in: To supercharge electric grid hardening, utilities must address supply chain challenges Power utilities across the United States and globally are finding themselves under pressure to deliver a more resilient grid amid more frequent and catastrophic natural disasters. Growing demand for electricity -- driven by electrification of the economy and AI-fueled proliferation of data centers -- further exacerbates vulnerabilities of our power network. Today’s grid has its roots in hundred-year-old technologies and is now facing a level of growth that has not been seen in our professional lifetimes. Electric infrastructure to satisfy surging demand requires significant equipment upgrades and system expansion. This large investment effort is happening on a global scale at the same time (e.g., Saudi Electric Company has a ~$130 billion capital program over six years). Current trade tensions and disruption across the supply chain deepen the impact of the supply-demand imbalances of key components, leading to extended lead-times and higher costs. In this challenging environment only utilities with well-equipped sourcing team will be able to deliver on their capital plans without impairing affordability or shareholders’ returns. Waiting on missing puzzle piecesThe grid challenge can’t be solved with a simple flip of the switch. Utilities’ lead times for certain critical components, such as transformers, stretch as long as two years – representing a four-fold increase vs. The pre-COVID baseline – and cost increases as high as more than four times compared to the same period. The long wait list and elevated prices drain internal resources, delay much needed capital projects driving inefficiencies, increase regulatory risk, and threaten shareholder returns. Many utilities face the task of trying to patch the grid with ad-hoc maintenance work resulting in higher O&amp;M cost. Building out grid infrastructure is equivalent to doing a complicated and incomplete jigsaw puzzle, having to wait an undefined amount of time for key pieces to arrive. Even if you figure out some of the challenges, completing the puzzle is impossible without every piece. According to our research, transformers, switchgear, DC cables generators, meters, and wood utility poles are disproportionately hard affected by the challenges in the supply chain. Approaches to addressing constraintsUtilities today face unprecedented challenges, driven by volatile pricing, tight capacity, aging infrastructure, and escalating global demand. While short-term measures are essential, resolving these constraints requires a strategic shift toward long-term solutions. New challenges require a revamped business model underpinned by key strategic initiatives. Strengthening partnerships with key suppliersUtilities must prioritize deepening relationships with their suppliers to address immediate supply constraints. This includes communication about demand forecasts, enabling suppliers to better plan production schedules. Hosting collaborative workshops can identify bottlenecks and develop practical recovery strategies to stabilize the supply chain. Advance payments or shorter payment cycles can provide suppliers with the financial flexibility needed to ramp up production and prioritize orders. Additionally, utilities can renegotiate contracts to include terms that ensure continuity, such as priority allocation during high-demand periods. Enhancing agility in procurement process and capital project managementToday’s procurement processes must be driven by a need for speed as there is no shortage of utilities vying for a limited pool of equipment. Utilities should consider if their sourcing teams are organized to optimize effectiveness and adaptability. Upskilling the procurement functions with the right talent, tools, policy and process enhances coordination and helps avoid siloed behaviors, ensuring that proactive decisions align with overall organizational priorities. Cross-functional sourcing teams should integrate procurement, engineering, and supply chain expertise to facilitate faster decision-making and promote innovative solutions. Introducing digital tools for real-time tracking of supply chain risks and component availability may allow sourcing teams to proactively address disruptions. Furthermore, utilities can adopt standardized design specifications that accommodate multiple equipment options, enabling quicker substitutions when certain components are unavailable. Close collaboration between procurement teams and suppliers ensures that projects remain aligned with shifting supply conditions.Dynamic prioritization frameworks can help reallocate resources to high-impact or time-sensitive projects, minimizing overall delays. One such is AlixPartners’ Wheel of Procurement Excellence framework, which helps organizations identify and target specific areas to build resilience and maintain agility in procurement operations. Diversify supply chains and localize procurementEven while consolidating spending with key partners, it is important to avoid single points of failure risk with suppliers or regions that create vulnerabilities that are exacerbated during global disruptions. Utilities should expand their supplier network across multiple geographies to reduce reliance on high-risk regions. Proactively onboarding local suppliers can streamline logistics, shorten lead times, and improve quality control. This also allows utilities to respond more quickly to supply chain interruptions and strengthen partnerships with regional manufacturers. Utilities should consider fostering regional alliances to share supplier networks, allowing for greater resource pooling and collaborative risk mitigation. Offering strategic long-term contractsLong-term, large baseload volume contracts can be an enabling factor for suppliers to invest in new production capacity and allow them to secure financing. By committing to multi-year agreements with suppliers, utilities can ensure consistent production capacity for essential components. These contracts offer predictable pricing, protecting utilities from sudden cost increases and supply shortages. Strategic contracts may also include clauses for capacity expansion, enabling suppliers to invest in scaling their operations to meet growing demand. Such arrangements provide mutual benefits, offering utilities reliability while giving suppliers confidence in their long-term revenue streams.Fostering an investment-supportive environment Utilities have the regulatory expertise and industry influence to drive public-private initiatives that support domestic production capacity. By partnering with state and federal agencies, utilities can advocate for tax incentives, grants, and streamlined permitting processes to facilitate the construction of new manufacturing facilities. These efforts create a stable investment environment for suppliers, encouraging them to expand capacity and develop local operations. Utilities can also play an active role in planning and establishing regional manufacturing hubs, reducing dependence on overseas suppliers and creating jobs in their service areas. Investing in workforce developmentUtilities can take a proactive role in addressing labor shortages by partnering with trade schools and vocational programs to train workers in fields critical to grid modernization. Sponsoring apprenticeships, internships, and scholarship programs can help attract talent and create a direct pipeline of job-ready graduates. Over the long term, utilities should establish dedicated training facilities within their service areas, focusing on skills related to grid technologies, renewable energy systems, and advanced manufacturing. These efforts not only build workforce capacity but also strengthen ties with the communities that utilities serve. Beyond building a pipeline of new talent, utilities must also prioritize improved labor retention policies to address the growing challenge of workforce departures. Enhanced retention strategies could include offering competitive compensation packages, clear career development paths, and programs that support employee well-being and work-life balance. Additionally, utilities should explore expanded insourcing efforts to decrease reliance on third-party contractors. Insourcing critical functions allows utilities to maintain greater control over operations, improve quality and safety standards, and foster a stronger connection between employees and organizational goals. This approach also ensures that utilities are less exposed to external labor market fluctuations, which can impact the availability and cost of contracted services.Navigating the complex supply chain challenges in sourcing electric grid equipment is no small feat for utility companies. However, by focusing on near-term solutions like supplier collaboration, supply chain diversification, and strategic contracting, utilities can stabilize their operations and address immediate challenges. Simultaneously, long-term strategies such as vertical integration, fostering an investment-friendly environment, and workforce development lay the foundation for a resilient and sustainable future. Recently our team optimized a large electricity provider’s procurement strategy. This is just one example of AlixPartners supporting a company looking to take urgent critical action. Key results included: Increased speed of delivery via standardizing and simplifying designs of key equipment and substation itself (less 2 months during design and construction) Diversified supply chain by implementing a “Market Balance” approach that mitigates risk of disruption and market concentration Reduced construction costs of new substations by finding the opportunities to eliminate internal inefficiencies and implement best practices (10%-15% due to lot size, design simplification, mandatory requirements optimization) We’re eager to add more utilities to our list of success stories. Contact us to get the conversation started. Plugging in: To supercharge electric grid hardening, utilities must address supply chain challenges | AlixPartners]]></content>
    <published>2024-12-10T19:25:06Z</published>
    <updated>2026-10-01T02:52:44Z</updated>
    <link href="https://www.alixpartners.com/insights/102jr05/plugging-in-to-supercharge-electric-grid-hardening-utilities-must-address-suppl/" rel="alternate" />
    <author>
      <name>David Hindman</name>
    </author>
    <author>
      <name>Seun Eniolorunda</name>
    </author>
    <author>
      <name>Erik Cunha</name>
    </author>
    <author>
      <name>Jon D. Jensen</name>
    </author>
    <author>
      <name>Jose Barrera</name>
    </author>
  </entry>
  <entry>
    <title>Spending, Disrupted: AlixPartners' 2025 Global Consumer Outlook</title>
    <summary>The global consumer spending landscape is more complex than ever as we prepare to enter 2025. Businesses and consumers alike continue to...</summary>
    <id>urn:uuid:c7f26137-e033-4b7e-af54-52c1769fd990</id>
    <content type="html"><![CDATA[Spending, Disrupted: AlixPartners 2025 Global Consumer Outlook The global consumer spending landscape is more complex than ever as we prepare to enter 2025. Businesses and consumers alike continue to grapple with the aftershocks of the past few years, marked by significant disruption driven by economic and geopolitical shifts. Concurrently, the consumer ecosystem evolves at a rapid pace. Digital technologies, AI-enhanced shopping experiences, and sustainability priorities are reshaping how consumers think and act. This report examines the global consumer spending outlook for 2025, leveraging insights from more than 15,000 consumers. Will spending patterns continue to be suppressed after a muted 2024? If so, why? And how will consumers keep their finances under control? In answering these questions, we aim to equip business leaders with actionable insights to stay ahead in this dynamic environment. Access the full report to explore:Global spending intentions for 2025 by region, demographic, and categorySix reasons why consumers will spend less in 2025How consumers will spend less in 2025: four emerging themesThe wish list: If consumers had more income in 2025, how would they spend it? About this studyResearch for Spending, Disrupted: AlixPartners 2025 Global Consumer Outlook was conducted between September and October 2024. Survey respondents comprised 15,434 consumers from nine countries—China, France, Germany, Italy, Saudi Arabia, Switzerland, United Arab Emirates, the U.K. and the U.S. If you’d like to explore further consumer analysis from our data set by country, sector, or consumer demographic, our authors are available to discuss the findings in more detail. Spending, Disrupted: AlixPartners 2025 Global Consumer Outlook | AlixPartners]]></content>
    <published>2024-12-10T08:05:12Z</published>
    <updated>2026-10-01T02:52:47Z</updated>
    <link href="https://www.alixpartners.com/insights/102jqpe/spending-disrupted-alixpartners-2025-global-consumer-outlook/" rel="alternate" />
    <author>
      <name>David Bassuk</name>
    </author>
    <author>
      <name>Matt Clark</name>
    </author>
    <author>
      <name>Adam Werner</name>
    </author>
    <author>
      <name>Beatrix Morath</name>
    </author>
    <author>
      <name>Andrew Csicsila</name>
    </author>
    <author>
      <name>Andy Searle</name>
    </author>
    <author>
      <name>AlixPartners, LLP </name>
    </author>
  </entry>
  <entry>
    <title>Beyond yesterday's gains: Why private equity must reimagine its route to value creation</title>
    <summary>Private equity's playbooks need a rewrite.  Old paths to value creation are no longer as reliable, and with tighter funding conditions...</summary>
    <id>urn:uuid:4cbb4669-de9a-4a92-9761-353d8d4a6b84</id>
    <content type="html"><![CDATA[Beyond yesterdays gains: Why private equity must reimagine its route to value creation Private equitys playbooks need a rewrite. Old paths to value creation are no longer as reliable, and with tighter funding conditions and growing deal complexities, PE firms must pivot. In Private Equity News, we set out the future routes to value creation, from innovation in due diligence, to nurturing human capital, and building operational excellence in portfolio companies.Visit the PE News website to access the full issue, or read the article below. Beyond yesterdays gains: Why private equity must reimagine its route to value creation | AlixPartners Private equitys playbooks need a rewrite. Old paths to value creation are no longer as reliable, and with tighter funding conditions]]></content>
    <published>2024-12-05T17:00:06Z</published>
    <updated>2026-10-01T02:52:50Z</updated>
    <link href="https://www.alixpartners.com/insights/102jqgx/beyond-yesterdays-gains-why-private-equity-must-reimagine-its-route-to-value-cr/" rel="alternate" />
    <author>
      <name>Mark Veldon</name>
    </author>
  </entry>
  <entry>
    <title>Overcoming the Efficiency Paradox: Driving efficiency without sacrificing effectiveness</title>
    <summary>How can you cut costs without gutting capabilities? How can you make sure short-term fixes don't short-circuit strategic options?  Every...</summary>
    <id>urn:uuid:f0f54a45-63fd-4dc7-8818-5fc14dfcb6b0</id>
    <content type="html"><![CDATA[Overcoming the Efficiency Paradox: Driving efficiency without sacrificing effectiveness How can you cut costs without gutting capabilities? How can you make sure short-term fixes dont short-circuit strategic options? Every executive faces those challenges. For public companies it is often expressed as the need to make the numbers Wall Street expects while making the investments that the future demands. We think of the issue as the efficiency paradox: A company must be hyper-efficient to make profits that will fund growth, but misguided efforts to raise productivity levels can come at the expense of long-term efficiency and the value of the enterprise.Nowhere is such tension stiffer than in private equity (PE). When PE firms take over a company, the situation almost invariably includes a deal thesis predicated in large part on reducing costs. The cost-cutting muscle was built when most PE acquisitions were stand-alone deals and thus could not deliver positive synergies the way corporate M&amp;A could. Today, however, three out of four PE deals are rollups or add-ons—meaning, companies acquired to be merged with others. In such deals, although there are indeed costs to be cut, substantial revenue growth is almost always an important part of the plan. That means that investors, operating partners, and portfolio companies (portcos) all have to plan integration and operations with both the top and bottom lines in mind. For some PE leaders, this runs contrary to decades-old instincts and habits. Portco executives, for their parts, typically underestimate potential savings, or perhaps they cling too tightly to activities that will not actually be productive. Other times, they accept cuts too readily, and they don’t speak up either strongly or effectively in the face of pressure from ownership.Wrestling with the efficiency paradox can damage relations between investors and portco management—especially when the management team is new to PE. When things go awry, PE leaders say it’s because execution by portco leadership was unfocused (52%; only 15% of portco leaders agree), or lacked urgency (45% versus 15%), or was inflexible (30% versus 19%). Portfolio company executives say tensions in the relationship stem from the level of debt they must carry (31 to 20%) or because their goals and incentives are not aligned with those of their owners (31 to 22%). As a result, the impact on value creation can be severely negative. As our colleagues Jason McDannold and Yale Kwon wrote in Harvard Business Review, “You can’t cut your way to prosperity.” How should a PE–portco team address the efficiency paradox?In our experience, the gains and perils are greatest in three areas: Rationalizing and optimizing commercial activitiesImproving the effectiveness of general and administrative functionsFunding and managing an innovation pipeline. Each of those areas offers more efficiencies than executives usually think they do, but each also carries hidden dangers in the form of tempting opportunities to cut costs that could cause long-term damage.After a merger or acquisition, managers naturally resist attempts to change what they see as an organization’s profit engines: the sales and marketing teams and, in some cases, commercial functions like customer success and support. The managers’ hesitation is valid because clumsy or hasty changes can damage established processes that work well or they can upset customers at a critical moment. Entrepreneurial companies, in particular, usually have deeply personal relationships with key customers. At the same time, however, in a rollup or platform acquisition, two companies are coming together to become one—one that will be more profitable as well as bigger. NewCo will want to present a single face to customers in order to drive sales and growth, and surely it makes no sense to operate duplicative sales and marketing organizations. The need to (1) preserve—and expand—customer relationships and (2) increase profitability make commercial functions ripe opportunities for the efficiency paradox to show up—meaning that, unfortunately, efforts to achieve efficiency end up boomeranging and doing long-term harm.Common pitfalls of commercial organization transformationsIn commercial transformations and integrations, organizations frequently struggle to separate signal from noise. They can become so focused on select productivity metrics that, upon further review, may be misleading (the noise), as opposed to focusing on metrics that truly influence future performance (the signal). In our experience, the most common mistake is to make decisions based on metrics that measure volume or activity but do not necessarily measure profitability. Sales teams: Sales teams often track volume-based metrics such as total bookings generated, number of units sold, or pipelines created. And even though those activities are important facets of a given rep’s performance, they are myopic. Reps respond to the incentives laid before them, and if volume is all that gets measured, reps will reduce prices or add service packages to close deals, or they’ll sell low-margin products if those products are easier to move than more profitable items, or they’ll sign up customers they know are not likely to remain with the company. Cutting selling costs by ranking reps by volume alone is quick and easy, but it can hamper profit in the long term. Marketing spend: Marketing spend presents a different but related set of problems, because attributing revenue to marketing activities has been historically difficult and notoriously flawed. As legendary retailer John Wanamaker remarked, “Half the money I spend on advertising is wasted; the trouble is I dont know which half.” As PE firms and portcos evaluate marketing spend after a deal, we often see them, say, adding up marketing-qualified leads (MQLs) or sometimes using the more sophisticated measurement of how often turn into sales-qualified leads (SQLs). Those measures are incomplete. As with sales, the number of fish that wind up in the net or in the boat matters less than how valuable the catch is. A company that resets its marketing budget based only on volume usually finds itself a victim of the efficiency paradox: finding savings today that are costly tomorrow. Customer success and support: Customer success and support: These groups may be the most prone to misinterpretation of activity-based metrics. Our customer service managers cover X number of accounts, our call center reps close Y many tickets, and our average speed of answer is below Z seconds. But those measures of efficiency say nothing about effectiveness or about the value of the customers being served. Deeper analysis might reveal that coverage is too thin to provide meaningful support, that tickets are being closed before resolution has truly been achieved, that low-value customers are being served in high-cost ways, that high-value customers are not getting the service they expect, and, generally, that breadth of service is being prioritized over depth of service. Any of those drawbacks can lead to decreased customer satisfaction, reduced customer retention, and limited account expansion opportunities. Alternative Approach: CLV/CAC Analyses These failures have two things in common: They measure amounts of activity rather than its value, and they are siloed—meaning, they measure sales or marketing or service but not commercial effectiveness as a whole. It is possible to fix the first problem by means of outcomes-based measurements, such as return on sales force, customer segmentation analysis, return on ad spend, and so on. But to avoid the pitfalls of the productivity paradox, a company should also develop an end-to-end view of commercial effectiveness. In our experience, such development begins by analyzing— and connecting—customer acquisition cost (CAC) and customer lifetime value (CLV). Such analysis facilitates evaluation of the interdependencies of the entire commercial organization so that you can look for savings and synergies where they really matter: in the areas of acquiring and keeping your most valuable customers while avoiding overspending on customers or segments that are less profitable. We saw that play out at a vacation property management company. After several acquisitions had expanded the company’s geographic reach, the company found that EBITDA was plunging even as top-line revenue grew—in large part because the costs of sales and service were out of line. The Chief Financial Officer (CFO) and Chief Revenue Officer (CRO)—both of them new to the PE environment—first thought they could solve the problem by cutting from the bottom: letting go of sales reps whose volumes were lowest. But that would have resulted in a false economy. Deeper analysis uncovered wide variations in profitability by region and by market. One Florida city, for example, ranked in the 99th percentile for volume of rentals but only the 53rd percentile for profitability, whereas other markets showed the opposite: relatively low volume but high profitability. A combined cost-to-acquire and CLV analysis showed that the company could sort its markets into three categories: it could maintain markets that were delivering solid combinations of net revenue and customer lifetime value; it could grow markets with attractive economics that made additional investments desirable; and it could optimize markets in which costs had to be brought down. The third group was soaking up 60% of marketing and sales costs but contributing only 30% of profit. The analysis enabled the company to identify greater cost savings than its previous cut-by-volume approach had found while it simultaneously found money to fund additional investments in markets that mattered more. The following areas remediate several shortcomings of activity-based evaluations:Comprehensive evaluation: CLV/CAC models do not look at commercial teams piecemeal but, rather, evaluate an organization’s overall health by considering operating profit—including costs of sales, marketing, and customer service—as opposed to only gross profit, which includes only cost of goods sold. That kind of approach enables each commercial team to prioritize its investments based on how attractive—or unattractive—a given customer or market segment is.Lifetime profit contribution: Most of the activity-based kinds of metrics such as quotas leads created are short-term focused tracked monthly or quarterly, and they may ignore or discount the long-term value a customer may represent. The CLV approach demonstrates that chasing a big customer that is likely to leave might be less valuable than acquiring a smaller customer that will stay for years—or decades.A link to action: Both measurements together have importance for leading to a decision about whether, as the saying goes, the juice is worth the squeeze. A few customer segments will be cheap to acquire and have high lifetime value, and those are ideal. Some segments may be costly but worth it. Some may produce low sales but also require very low cost—and are therefore also worth it. Others, however, will fall outside the profitability zone (See exhibit). Once you know the characteristics of each segment, you can make precise decisions about where to cut costs. You can also devise plans to improve profitability because marginal segments might become desirable if you can cut acquisition or service costs—for example, by automating activities—or if you can reduce churn. You can also direct your advertising toward high-performing segments and away from others. Reconciled Incentives: Competing incentives can be one cause of the efficiency paradox. The conflict we see most often is between the CFO, who has a profitability target, and the CRO, who has a top-line revenue target. Without a mechanism to surface potential conflict early, incentives can lead to bad decisions that are expensive to fix later—for example, ill-considered cuts in service that lead to increased customer churn. Misaligned incentives can work the other way, too: They can cause sales and marketing leaders to chase growth regardless of profitability. We saw that in the form of a software-as-a-service (SaaS) company that had lofty revenue targets coming out of a big COVID-19 downturn. After an acquisition, the company invested heavily to grow its sales team in the middle market, in which the recently acquired company had a significant market share that the parent company did not. At first, the strategy seemed to work: a significant amount of new revenue flowed in. The trouble was that the parent was using a high-touch, high-cost sales model—a Cadillac sales force for a market segment that could afford only a Chevy. When a CLV/CAC analysis uncovered the problem, the CFO and CRO became able to work together to reduce selling costs by $7 million—with no material change in revenue.ConclusionMost commercial organizations recoil from the idea of cost transformation programs. Their training and instinct tell them to go for growth, not to contract. That conflict expands when evaluations for cost reduction decisions are misguided by focusing on metrics that measure activity instead of productivity. Decisions made in that context can often lead to near-term cost reduction at the expense of long-term prosperity because companies that make such decisions are only working the revenue part of the equation and not also calculating profitability.CLV/CAC models help incorporate a comprehensive revenue-and-profit consideration. When they’re done well, such models show how the math works out— over a meaningful period of time—to ensure that a commercial transformation produces the right outcomes. But the models cannot be merely mathematical constructs, blindly applied. They must serve as pieces of the larger decision that considers qualitative inputs like market dynamics, the impacts of new products, geographic coverages, and idiosyncratic events—that is, inputs that reflect the insights and wisdoms of experienced executives.Download the full article here Overcoming the Efficiency Paradox: Driving efficiency without sacrificing effectiveness | AlixPartners How can you cut costs without gutting capabilities? How can you make sure short-term fixes dont short-circuit strategic options? Every]]></content>
    <published>2024-12-05T15:53:06Z</published>
    <updated>2026-10-01T02:52:52Z</updated>
    <link href="https://www.alixpartners.com/insights/102jq9r/overcoming-the-efficiency-paradox-driving-efficiency-without-sacrificing-effecti/" rel="alternate" />
    <author>
      <name>Saurabh Singh</name>
    </author>
    <author>
      <name>Aditya Eswar</name>
    </author>
    <author>
      <name>Joe Centlivre</name>
    </author>
  </entry>
  <entry>
    <title>Media &amp; Entertainment Industry Predictions Report 2025</title>
    <summary>The report, in its second year, makes predictions across seven critical trends, offering industry players a crystal ball for better predicting how 2025 will unfold.</summary>
    <id>urn:uuid:ba488d1a-1676-4031-89f3-170d0812f183</id>
    <content type="html"><![CDATA[2025 Media &amp; Entertainment Industry Predictions Report The competition has only grown more fierce One year ago, we began our first annual AlixPartners Media &amp; Entertainment Industry Predictions Report by stating that “the media and entertainment industry has always been a poster child of creative destruction.” Fast-forward to year two, and that sentence still rings true—in fact, the destruction and competition may have only grown fiercer. AI advances have made major inroads in the past year and will continue to serve as the major technological force disrupting business and operations across the media industry. From a creative perspective, AI has further penetrated the TV and film sectors, where practical, easy-to-implement use cases with measurable outcomes will lead the way in 2025. But we don’t expect the technology to replace human talent; it should only enhance creative output. AI is also disrupting the video gaming, casino gaming, sports betting, and search markets, shifting traditional business models to meet consumer preferences. Legacy media and advertising businesses are seeing a similar need to transform business models as subscription revenue moves from Pay TV to streaming, while advertising revenue moves from linear to digital. The continued rise of retail media will evolve where companies place their ad dollars to match consumption habits. We lay out our second annual AlixPartners Media &amp; Entertainment Industry Predictions Report across seven chapters. As we enter 2025, we believe our core predictions will shape the direction of the industry: 1. Streaming wars: ​The battle over the next generation of TV Streaming subscriptions purchased through wholesale distribution will rise to 60-70% in mature markets, driven by the growing momentum of bundling and aggregation. Over time we expect to see three to five “central hubs” emerge as leading distributors, but in 2025, we will see several new deal partnerships as the industry experiments with consolidating streaming services. Experimental bundling partnerships among direct-to-consumer (DTC) platforms are early indicators of broader industry consolidation coming in 2025. Traditional Pay TV subscribers in the U.S. will drop below 50 million in 2025—less than half of what they were just a decade ago. Meanwhile, virtual multichannel video programming distributors (vMVPDs) are approaching their peak before entering a period of decline after 2025, driven by the rapid shift of live sports to DTC platforms, evolving consumer behavior, and rising costs. 2. Sports betting and casino gaming: Fund tech investments or face marginalization There will only be room for three to five dominant players within the online sports betting and iGaming industries to successfully invest at scale and grow. As others fight for market share, we predict at least one company will be forced out of the competitive arena. 3. Beyond the console: ​Video gamings cloud revolution Both gaming console and PC hardware sales will decline, as consumers choose to spend instead on displays and streaming devices. 4. AI in creative industries: Enhancing, rather than replacing, human creativity in TV and film AI will transform the production cycle—not by eliminating creative jobs, but by redefining roles and sparking new synergies between creative teams and technology. In fact, we predict that in 2025 there will be a lack of creatives with the expertise and skills required to use the new AI tools available. 5. Retail medias next frontier: Transforming the advertising landscape As advertisers continue shifting budget towards digital, the convergence of the streaming services and retail media trends, coupled with the global expansion of retail media networks, will accelerate disruption within the media industry. 6. The future of search: ​AI-driven disruption and diversification OpenAI, Perplexity, Amazon, and TikTok will gain further traction, signaling a new era of competition in the search industry. Googles share of the search advertising market will continue to shrink, decreasing by low single digits. 7. M&amp;A in media: An environment ripe for dealmaking Reduced regulatory scrutiny and a lower cost of capital will generate a rebound in evaluation of media consolidation deals. On top of Comcast’s proposed carve-out of NBC cable assets, we will see at least one more cable network carve-out this year. Learn more about the seven predictions shaping the Media and Entertainment industry. Download the full report Discover more 2024 Media &amp; Entertainment Industry Predictions Report Five major trends to emerge next year as overall streaming growth decelerates and willingness to pay for premium content peaks. Developments in AI utilization, local news, wholesale distribution, ad spending, and M&amp;A will drive industry trajectory. Our Media &amp; Entertainment practice New technologies, new entrants, and shifting consumer behaviors are catalyzing waves of transformation across the media and entertainment landscape. Media &amp; Entertainment Industry Predictions Report 2025 | AlixPartners The report, in its second year, makes predictions across seven critical trends, offering industry players a crystal ball for better predicting how 2025 will unfold.]]></content>
    <published>2024-12-04T00:00:00Z</published>
    <updated>2025-10-08T16:17:40Z</updated>
    <link href="https://www.alixpartners.com/media-entertainment-industry-predictions-report-2025/" rel="alternate" />
    <author>
      <name>AlixPartners</name>
    </author>
  </entry>
  <entry>
    <title>Foodservice in focus: Optimism and opportunity despite disruptive headwinds</title>
    <summary>Nearly 200 guests from across the Foodservice sector gathered at RIBA in London for the 12th Annual Foodservice event, kindly hosted by...</summary>
    <id>urn:uuid:34806c6e-ddee-4648-a390-214abff06022</id>
    <content type="html"><![CDATA[Foodservice in focus: Optimism and opportunity despite disruptive headwinds Nearly 200 guests from across the Foodservice sector gathered at RIBA in London for the 12th Annual Foodservice event, kindly hosted by Compass, in partnership with EP Business in Hospitality. While the sector is in very healthy shape compared with broader UK hospitality and retail sectors, operators continue to face market disruptions that they will need to navigate as we move into 2025.Graeme Smith, Partner and Managing Director at AlixPartners, began the presentations, reflecting on how the provision of food and hospitality is becoming increasingly costly and complex, driving the continued growth in outsourcing to succeed. Graeme remarked that, while sector profitability has recovered, challenges do remain due to the upcoming increase in employment costs announced in the recent UK Budget. Graeme reflected that the larger global caterers (Compass, Sodexo, Aramark, and Elior) are showing positive share price performance, forecasting growth and a step up in profitability, while the broader UK Foodservice industry has also recovered beyond pre-COVID levels. These strong indicators highlight the continued resilience of the industry. Graeme highlighted the importance of technology and innovation in the sector, which is being used to drive interactions with the customer, develop operational efficiencies, automation, or data interpretation and analysis via generative AI. He also commented how the strength of the sector is leading to the use of M&amp;A to address strategic priorities, capability gaps, and build scale – anecdotally evidenced by healthy valuations and transaction appetite.Bill Toner, CEO of CH&amp;CO, provided an insight to his successful record as a dealmaker in the Foodservice sector, highlighting the importance of relationships and focusing on what can be achieved together in driving successful outcomes in M&amp;A. Bill reflected that quite often there was not a “masterplan” behind success, and that it was about being entrepreneurial and, at times, fortunate with timing. Kirsty Adams, Talent, Learning, and Diversity &amp; Inclusion Director, Compass Group UK &amp; Ireland, flagged how important it is for the industry to create a talent pool and connect with the younger generation. Kirsty noted that the Foodservice industry is facing an aging workforce but has opportunities as the industry has “barrierless entry” for employment, which perfectly positions the sector to solve many of the challenges facing the UK. Kirsty also mentioned the importance of connecting with the local community and acting as a pipeline for younger people to find a pathway into the catering industry.Greg Lawson – CEO, Smart Group Ltd, focused on how difficult it is to drive scale in the events sector due to the sporadic nature of trading, which leads to difficulties in developing longer term partnerships with suppliers and staff. He also mentioned how important creativity is in providing catering services that clients can buy into and appreciate. Greg commented how the UK is moving towards experiential events, including the increased demand for conference events. Consistent with the message from Kirsty Adams, he flagged staffing issues and attracting more young people to the industry as key concerns. This enthusiasm could once again be harnessed though, as seen with milestone events in the past. Azeem Ahmed, Director at AlixPartners, moderated a panel session with independent operators including Renier Oberholzer (Regional MD of Thomas Franks), Ian Crabtree (MD of Accent Catering), Jeremy Alderton (MD of Palmer &amp; Howells) and Francois Gautreux (MD of Bespoke Food).Key topics covered included:How innovation and superior service is critical for independent companies to compete with larger Foodservice companies and to support the increasing demand from customersThe importance of agility, to pivot your business to react to market changesThe demand for quality food provision in independent schools is likely to increase with the rise of VAT in private school education, which will lead to challenges as well as opportunities – acting as a key partner to provide an elevated offeringPartnering with clients to find creative solutions in overcoming pricing pressures and “sweating” available assets and event spaces more regularlyThe importance of using technology to drive efficiencies, allowing caterers to focus on food quality and improved nutritionFinally, Graeme closed the session by highlighting that the Foodservice industry has rebounded strongly since 2019, with education caterers featuring prominently in the list of leading caterers by topline growth. Key takeawaysIn summary, Foodservice operators are confident heading into 2025, due to the continued outsourcing trend, despite the challenges brought on by food inflation and the Autumn UK Budget. Operators are seizing opportunities to innovate and use technology to drive cost efficiencies, while M&amp;A activity is also firmly on the agenda to drive deeper penetration of sectors, further expansion, and technological gains. If you would like to learn more about our findings, or hear how you can navigate the disruptions impacting your business, please get in touch with Graeme or Azeem at AlixPartners. Foodservice in focus: Optimism and opportunity despite disruptive headwinds | AlixPartners]]></content>
    <published>2024-12-03T12:44:06Z</published>
    <updated>2026-10-01T02:52:56Z</updated>
    <link href="https://www.alixpartners.com/insights/102jq0t/foodservice-in-focus-optimism-and-opportunity-despite-disruptive-headwinds/" rel="alternate" />
    <author>
      <name>Graeme Smith</name>
    </author>
    <author>
      <name>Azeem Ahmed</name>
    </author>
    <author>
      <name>Greg Holding</name>
    </author>
    <author>
      <name>Matt Gallow</name>
    </author>
  </entry>
  <entry>
    <title>Innovation abounds in the coffee sector: Capital access and strategic foresight are key for “black gold” winners</title>
    <summary>The European Coffee Symposium (“ECS”) brought together more than 500 industry pioneers from across the coffee and hospitality sector and...</summary>
    <id>urn:uuid:cbcd937b-95db-4b5b-9460-14e2a925a20d</id>
    <content type="html"><![CDATA[Innovation abounds in the coffee sector: Capital access and strategic foresight are key for “black gold” winners The European Coffee Symposium (“ECS”) brought together more than 500 industry pioneers from across the coffee and hospitality sector and value chain. Against a continued challenging macro backdrop, the Berlin-based symposium was a great reminder of what the coffee sector has going for it and the opportunity that persists for those with vision, innovation, insight, and capital backing.Coffee remains a resilient sector and rewards innovationWe’ve talked before to our clients about the defensive and resilient nature of the coffee sector. Coffee culture is hugely pervasive as an important global trend – illustrated by the chart below – and is shaping hospitality experiences and grocery trends. As part of this, and the need to keep pace with changing consumer trends, innovation plays a big role. It is evident across formats, including the growth of Ready-to-Drink “RTD” coffee (a trend seen in other beverage sectors such as spirits) and biodegradable coffee capsule developments, as well as beverage types such as cold brew coffee, customised coffee, and crossovers to tea like chai and matcha lattes. These innovations meet the changing consumer and societal trends of consumption convenience and ESG focus (Löfbergs showcased their paperboard RTD can format in Berlin), and the focus on health with functional ingredients added to coffee as well as new dairy free alternatives (ECS sponsor Sproud recently launched their no sugar or added sweetener pea plant-based Barista ZERO). They also bring new consumers to the world of coffee – Nestlé’s recent Capital Markets day referenced that 50% of Gen Z consumers first coffee is a cold coffee (cold brew, RTDs). Innovation is also driven by technology, the use of AI and connected machines to provide real-time data and insights in hospitality and at-home channels.Innovation isn’t a panacea without execution excellenceConsistent innovation and menu development is particularly critical when the top-line and costs are under pressure. The cost of coffee remains high, with the New York C Price recently breaking the US$3 per lb. ceiling, a value not seen since around 2011, due to factors including supply shortages and the strength of the US dollar. Add in other inflationary pressures (labour costs, for example) and it becomes essential to provide an experience or product at a price point that appeals to consumers and protects margin.Of course, innovation isn’t a panacea on its own – excellent execution in the coffee shop or in the store is critical. With significant competition in hospitality, having a reliable and consistent point of difference is key. So-called “fifth wave” coffee shops focus on aspirational boutique stores with high-quality curated coffee menus, but they must also deliver consistently excellent (and knowledgeable) customer service. Larger chains can also be highly successful providing they get the essential elements (service, wait time, cleanliness, menu etc.) “spot-on” – something that some of the larger operators by their own admission have struggled with and are rapidly aiming to address. Aligning the quality of the food proposition with the quality of coffee is also critically important. Those selling into the home and grocery channels must hit customer KPIs and have the most efficient manufacturing and operating models to protect their margin. Becoming a trusted partner in private label and contract manufacturing, who can co-create exciting new lines and add value beyond simply processing is key to developing stickier accretive relationships. Mastering increased complexity will be a competitive advantage for the winnersThe significant breadth of coffee offerings (beans, ground, instant, bags, pods, concentrate, RTD) and flavour varieties increases complexity across the value chain, adds complexity for roasters and manufacturers and creates increased permutations for SKU opimisation in and out of home.Those roasters and manufacturers seeking to deliver a “one-stop shop” solution to retailers and brand owners need to make new investments while also optimising their core businesses. We have seen in other food and beverage sectors (e.g. beverage contract manufacturing) how scale and international reach can be important in driving efficiencies and positioning businesses to serve global brand owners, retailers, and QSRs alike – and in turn this can drive M&amp;A. Coffee shops also need to consistently invest in equipment and staff training to make new beverage combinations while maintaining a high-quality customer experience. At AlixPartners, we have significant “hands-on” experience working with clients in the coffee, beverage and hospitality sectors, supporting their navigation of the strategic and M&amp;A landscape, as well as optimising their operations from procurement and manufacturing through to revenue growth optimisation. Capital is key for “black gold” winnersInnovation and growth also require investment and this is one area where the coffee sector is not standing still, evidenced by significant investments in new state-of-the-art facilities. Westrock Coffee invested in the largest RTD coffee manufacturing facility in North America, a colossal 570,000 sq/ft facility at a cost of $315m. Meanwhile, in Europe, one of the UK’s largest roasteries, Lincoln and York, invested in a coffee lab and innovation space and new high-speed manufacturing lines to meet demand. We recently advised on the sale of 200° Coffee to The Nero Group, Europe’s largest independent coffee chain, who have acquired a number of coffee hospitality brands in a short period of time. Double award-winning “Europe’s Best Coffee Shop Chain” WatchHouse also successfully raised capital this year and last year to accelerate the growth of their destination coffee houses, including to support US market entry. There are also capital-light models (for brand owners) that can be actively pursued – for example, regional franchise deals to take brands international. Attractive growth and strategic opportunities are certainly out there for those with the means to act. In summary, whatever your size, or position in the coffee value chain, standing still is not an option. Attracting capital and deploying it smartly is key. Identifying where you will be in 12-18 months, your “North Star” – and how to get there – are also critical. The essentials of planning ahead, stress testing business models, keeping close to relevant sources of capital, and having a disciplined M&amp;A agenda can all pave the way for success. Finally, congratulations to all the nominees and winners in Allegras European Coffee &amp; Hospitality Awards 2024. Innovation abounds in the coffee sector: Capital access and strategic foresight are key for “black gold” winners | AlixPartners]]></content>
    <published>2024-11-25T16:09:36Z</published>
    <updated>2026-10-01T02:52:59Z</updated>
    <link href="https://www.alixpartners.com/insights/102jphc/innovation-abounds-in-the-coffee-sector-capital-access-and-strategic-foresight-a/" rel="alternate" />
    <author>
      <name>James Cass</name>
    </author>
    <author>
      <name>Craig Rachel</name>
    </author>
    <author>
      <name>Azeem Ahmed</name>
    </author>
  </entry>
  <entry>
    <title>The changing landscape of clean energy after the recent election</title>
    <summary>Recent U.S. election results introduce new challenges and opportunities for a clean energy sector heavily influenced by the political...</summary>
    <id>urn:uuid:87b5137b-5b4d-4980-901c-ff2e6429d413</id>
    <content type="html"><![CDATA[The changing landscape of clean energy after the recent election Recent U.S. election results introduce new challenges and opportunities for a clean energy sector heavily influenced by the political climate, regulatory shifts, and financial markets. As myriad fundamentals—including the cost of capital and policy—evolve, so too will the sector’s growth prospects.Investors seem to be extremely cautious about the potential impact on the renewables sector. A representative set of publicly traded industry leaders are underperforming the broader market in response to the election. AlixPartners Power &amp; Renewables Team offers a subjective view on changes to come and how to best prepare businesses for the shift of power in Washington. The changing landscape of clean energy after the recent election | AlixPartners]]></content>
    <published>2024-11-22T21:14:06Z</published>
    <updated>2026-10-01T02:53:01Z</updated>
    <link href="https://www.alixpartners.com/insights/102jpd8/the-changing-landscape-of-clean-energy-after-the-recent-election/" rel="alternate" />
    <author>
      <name>David Hindman</name>
    </author>
    <author>
      <name>Sujith Murali</name>
    </author>
    <author>
      <name>Flo Angelica</name>
    </author>
  </entry>
  <entry>
    <title>The ripple effect of tariffs: How global supply chains are being reshaped</title>
    <summary>President-elect Trump campaigned on a call for a general tariff of 10 to 25% on all imports with 10 to 35% additional tariffs on goods...</summary>
    <id>urn:uuid:2cb34011-b3d0-4b7b-9c40-64dbf8a3495d</id>
    <content type="html"><![CDATA[The ripple effect of tariffs: How global supply chains are being reshaped President-elect Trump campaigned on a call for a general tariff of 10 to 25% on all imports with 10 to 35% additional tariffs on goods imported from China. Recent statements confirm the incoming administrations focus on leveraging tariffs as a major foreign policy agenda. Most analysts expect his administration to act early in his second term by potentially invoking the International Emergency Economic Powers Act (IEEPA), with the impact of tariffs varying by industry and country. As seen during the previous Trump administration, there may be some moderating factors and considerations at play that will impact trade policy going forward. For example, the war in Ukraine led to targeted exemptions, and these are expected to continue. A 60% tariff increase on imports from China may be viewed as too inflationary and anti-competitive for U.S. finished goods. However, it seems only a matter of extent and timing rather than if there will be action. The USMCA is due for review in July 2026 and may be revisited in whole or in targeted parts, which could have a significant impact on U.S. companies supply chains. Additionally, tariffs on imports from Mexico and Canada will significantly upend the U.S.s automotive supply chains. U.S. exporters are likely to face retaliatory actions from other countries on their goods, similar to previous instances when the European Union (EU) and China imposed tariffs on specific American products. Mexican leadership has already signaled the possibility of retaliatory tariffs as a response. We recommend that U.S.-based companies begin to evaluate options and plan for the worst-case scenario by acting now to reduce business risk and impact. While nearshoring and “China+” strategies have gained popularity over the last 6 years, new rounds of tariffs could target countries such as Vietnam and Mexico that may be viewed as routes to circumvent tariffs. More immediately, revoking the Trade Act Section 321 (the de minimis exemption) benefit for China-origin goods is under consideration by the current U.S. Congress and could pass with bipartisan support in the final weeks of the Biden administration. We suggest three broad options to address tariff-related challenges, ranging from immediate actions to longer-term strategies: 1. Duty engineering. Reconfigure pricing and supply chain arrangements to minimize total tariffs through first sale, tariff re-engineering, low tariff regions, free trade zones, incentives, and subsidies available to select suppliers. Companies can execute some of these mitigations in 3 to 9 months. 2. Customer pass-through. Pass tariff surcharges on select customer segments based on market research, analytics, and price elasticity measurements. This can be implemented in 3 to 6 months. 3. Strategic sourcing. This involves strategically realigning supply chains using a total cost of ownership-driven approach. Levers include relocating supply sources and relocating and reconfiguring their owned manufacturing sites based on markets served, cost structure, tariff impacts, and logistics considerations. Expected execution time is 6 to 12 months. AlixPartners leverages a proprietary set of tools supported by our AI-enabled Global Trade Optimizer digital platform to rapidly: model the impact of changing cost drivers on our clients’ products and P&amp;Ls, identify alternatives (from supply through manufacturing and logistics), and execute trade strategies and shift clients’ supply chain footprints. For more details, weve included our full analysis below. Get in touch today to discover effective strategies for mitigating tariff impacts, de-risking your supply chain, and navigating uncertainty with confidence. The ripple effect of tariffs: How global supply chains are being reshaped | AlixPartners]]></content>
    <published>2024-11-21T16:52:00Z</published>
    <updated>2026-10-01T02:53:06Z</updated>
    <link href="https://www.alixpartners.com/insights/102jp9u/the-ripple-effect-of-tariffs-how-global-supply-chains-are-being-reshaped/" rel="alternate" />
    <author>
      <name>Steven DuBuc</name>
    </author>
    <author>
      <name>Marc Iampieri</name>
    </author>
    <author>
      <name>Sudeep Suman</name>
    </author>
    <author>
      <name>Abhijit Boora</name>
    </author>
    <author>
      <name>Amit Kohli</name>
    </author>
    <author>
      <name>Richeek Maitra</name>
    </author>
    <author>
      <name>Venky Ramesh</name>
    </author>
    <author>
      <name>Vandana Panwar</name>
    </author>
  </entry>
  <entry>
    <title>The (enormous) Private Brand Opportunity — and how manufacturers help grocers realize it</title>
    <summary>Private brands in the U.S. are at an inflection point. What is already a $250-billion market per the Private Label Manufacturer’s...</summary>
    <id>urn:uuid:2bc65b88-5112-40c2-b00a-807d753a7e4a</id>
    <content type="html"><![CDATA[The (enormous) Private Brand Opportunity — and how manufacturers help grocers realize it Private brands in the U.S. are at an inflection point. What is already a $250-billion market per the Private Label Manufacturer’s Association (PLMA), is poised to enjoy outsize growth in the coming years. It is fast becoming a core differentiator for food retailers. Indeed, we believe it represents a $100-billion opportunity over the next 5-10 years. Fast-forward 5-10 years, and the private brand landscape is unrecognizable. Far removed from its humble opening price point beginnings, it is now a bona fide pillar of every successful grocer. It has a role in most categories and is especially prominent in packaged, fresh, and prepared foods. It plays across the good, better, and best value tiers. Consumers select their grocery store based on the unique, differentiated, and innovative private brand offering. Share has doubled from just under 20% to nearly 40%. It differentiates assortments, drives traffic, and cements loyalty. It is a powerful weapon in the battle for share of wallet.That future roughly describes the current private brand landscape in the U.K. but as U.S. grocers attempt to catch up, many aren’t prepared to take full advantage of the opportunity gap. In the U.S., private brand accounts for 19% of food retail sales, while Western Europe is nearly double at 36%. Many consumers that initially came to private brands for low price have been converted by high quality. Shoppers today are often less enticed by a brand name than by the overall value proposition a product delivers, far beyond price.FIGURE 1: Growing influence of private brandLeading U.S. grocers in private brand invest heavily in innovation capabilities and take a radically different approach than the rest of the market. They focus on the consumer first to holistically define shopper need states and forego trade revenue, as needed, to give their brands a level playing field against national competitors. This offensive strategy pulls category leaders and merchants out of a myopic view of the business and provides a meaningful framework to truly exceed consumer expectations. FIGURE 2: Retailers outperforming the pack in private brandIn the U.K., private brand plays a starring role in every grocer’s strategy. In the U.S., however, there are structural impediments that discourage private brand from taking the main stage.Grocery in the U.S. is fragmented, with many players that are smaller than the big U.K. grocers, resulting in those who don’t have the resources to build sophisticated innovation capabilities. Walmart, Kroger, and Aldi can invest in worldwide research, product development, and advanced marketing, but that level of support for private brand is out of reach for many grocers.Another significant factor influencing the growth of private brand in the U.S. is the strength of national brands. Decisions about placement, space allocation, promotions and marketing are made based on slotting fees, trade funding, and other vendor spending, so often merchant focus is geared toward national brands. Additionally, category captain roles give suppliers a role in grocer strategies. These dynamics often create an inherent disadvantage for private brand, unless grocers create and implement strategy to prioritize their own brands. U.S. grocers also tend to focus on how existing products meet consumer needs. However, this approach often comes at the expense of the longer-term, more strategic view, that focuses more on innovation to address unmet customer need. FIGURE 3: Common private brand challenges for U.S. GrocersThose manufacturers that can alleviate the structural impediments U.S. grocers face, will capture a larger share of future private brand growth. Beyond the table stakes of low-cost production, efficient logistics capabilities, and on-shelf reliability, manufacturers can make themselves more valuable to their retail partners by offering consumer insights, R&amp;D, ingredient sourcing, packaging design, marketing, and more. Manufacturers that invest in these areas will have the opportunity to act as strategic business partners and advisors to grocers, providing a broader view of consumer needs, trends, and opportunities in the market. Manufacturers should build their next-level services menu with their target customer base in mind. Internal capabilities vary significantly from one grocer to the next, so knowing and addressing the needs of each individual customer will be essential as manufacturers look to form long-term partnerships.FIGURE 4: Private brand manufacturer capabilitiesFor example, grocers currently licensing private brands from a wholesaler to provide shoppers a low-price alternative to national brands — but wanting to build a program that differentiates and drives traffic — will need a more hands on manufacturing partner to guide innovation consumer research, product development, and product management services. A turnkey solution could be a great offering for retailers early in their private brand journey.​Some next-level grocers may have internal innovation capabilities, requiring a different, more customized approach from their manufacturers. They may seek a strategic partnership that will not only amplify their own capabilities, but also gives them flexibility to move in and out of seasonal items, provides limited-time offers and other SKUs that create interest and keep them uniquely relevant to their shoppers.The most sophisticated food retailers have robust internal private brand infrastructure, so they will need manufacturers that can produce low volume at low cost to enable new item testing— but that can also provide speed to market and scale quickly when products succeed. Supply security and on-shelf reliability are also critical since retailers of this scale are dealing with significant volume.​FIGURE 5: Private brand capability ladderThe right manufacturer partnerships will be the difference for grocers that succeed in building a value-creating, traffic-driving private brand program. Manufacturers that cultivate a deep understanding of the needs of their individual customers and build services to support them will reap the benefits of outsize participation in perhaps the largest growth opportunities in U.S. grocery over the next decade. The (enormous) Private Brand Opportunity — and how manufacturers help grocers realize it | AlixPartners]]></content>
    <published>2024-11-15T18:15:36Z</published>
    <updated>2026-10-01T02:53:14Z</updated>
    <link href="https://www.alixpartners.com/insights/102jouj/the-enormous-private-brand-opportunity-and-how-manufacturers-help-grocers-rea/" rel="alternate" />
    <author>
      <name>Randy Burt</name>
    </author>
    <author>
      <name>Matthew Hamory</name>
    </author>
  </entry>
  <entry>
    <title>The $100 billion opportunity for U.S. grocers</title>
    <summary>What would have happened to Hulu and Netflix had they not taken the leap from content distribution to content creation? Had they clung to...</summary>
    <id>urn:uuid:151e3ae6-3a9e-4cd2-9863-07658149349d</id>
    <content type="html"><![CDATA[The $100 billion opportunity for U.S. grocers What would have happened to Hulu and Netflix had they not taken the leap from content distribution to content creation? Had they clung to their existing business models rather than embracing original programming? Had they continued to rely on other companies to supply the products that drive customers to them? We don’t know for sure, but they may well have gone the way of Blockbuster.In any industry, if you’re only selling what is also sold elsewhere, you’re limited in your ability to differentiate, and that often means a race to the bottom.For grocers, the critical “original programming” opportunity lies in private brands. We believe strategy and execution in this area will determine who pulls ahead and who falls behind in the next five years.Why now?Private brand penetration in the U.S. has historically lagged behind Europe, but the gap is closing rapidly, with most of the market share shift of the last three years driven by more spending on private brands. The continuation of that transition over the next five years—from 19% market share to ~30% market share—represents over $100 billion in sales.The opportunity is considerable, and so is the work required to take advantage, but conditions have never been more favorable.First, consumers today—and younger consumers especially—are more open than they have been traditionally to new brands. They’re not as worried about the name on the packaging as long as an item offers the attributes they prize at a price they’re willing to pay.Second, with a wealth of digital and social media channels, it has never been more economical to reach consumers. Grocers can promote their brands with custom messages for different target shopper groups at many points across the path-to-purchase journey. Also, e-commerce allows grocers to engage in new ways of suggestive selling that wouldn’t be feasible in stores given labor and space constraints.Lastly, it’s prudent to remember that national brands are evolving their business models as well. Some are already experimenting with direct-to-consumer channels to cut out the grocer and repurpose trade spending. We expect this trend to accelerate, so we project that relying on national-brand products to draw consumers to stores will not be a viable strategy for the years ahead.A new intention for private brandsHistorically, grocers developed private brands to give customers a lower opening price point to participate in the category. These brands didn’t receive much in the way of marketing investment, much less product development. They weren’t built to win categories; their function was simply to house low-maintenance alternative products that delivered solid margins.Today, the opportunity exists for grocers to build private brand portfolios that not only support margin goals but positively impact every aspect of the P&amp;L. They can provide value in the following ways.Driving loyalty through differentiated assortment. Most obviously, private brands known for quality, innovative products will drive trips because shoppers won’t be able to get those exact items anywhere else. Developing this kind of assortment requires close partnership with suppliers and a commitment to a research and development program laser-focused on what consumers want and need.Increasing negotiating power with national brands. When a grocer has its own traffic-driving alternatives to national-brand products, it can be less reliant on trade spending. Having more flexibility in assortment also gives a retailer more freedom in SKU rationalization. As the reputation of the private brands strengthen, a grocer may even find it can drop national brands not delivering enough value.Reducing complexity and costs. Working with fewer national brands can lower distribution expense thanks to fewer touches of products, fuller trucks and pallets, and simpler replenishment at store level. Leading with private brands also streamlines the price ladder and gives the grocer more control over promotional activities. Hours spent in ad meetings to evaluate hundreds of trade offers from different vendors can be reallocated to sourcing better products. The result is more time spent on building long-term advantage in the market and less time spent on chasing short-term gains in the high/low game.How to make it happen1. Define a purpose for your private brandsPrivate brands can stand for more than value alone. We believe a retailer’s private brands should be an extension of its overall value proposition. They should also be distinct from the banner name; our recommendation is that grocers develop a suite of brands for key traffic-driving categories. What shoppers want and need from a beauty brand may be different than what they seek in a fresh food brand, for example, so brands should be tailored to what shoppers value most in a given category.Leadership needs to determine for which categories they want a brand and what role they want the brand to play for each category. Communicating those goals throughout the organization is critical.2. Establish a team to “own” private brand strategy and executionThink of private brands as startups. They need constant attention, assessment, adjustment and advocacy to grow and thrive. It’s critical to build a dedicated and entrepreneurial team assigned to this segment of the business across all categories. These team members should have clear mandates and P&amp;L responsibilities directly to the C-suite. Leaders of this group must bring both the customer and product mindset of a merchant and the cost-focused mentality of a buyer.3. Develop a unique assortmentGrocers ahead of the curve have vertically integrated with their suppliers, building long-term partnerships that allow for not only substantial and reliable volume but innovation pipelines for their brands. With these partnerships, grocers can gain preferred or exclusive access to new products. They may encourage vendors to pursue innovation and in exchange offer select stores as a testing ground. The ongoing feedback benefits all parties and makes the R&amp;D process faster and more effective.4. Prioritize awarenessBecause building powerful private brands is a long-term strategic imperative, resources should be allocated accordingly. Grocers should get comfortable with giving their private brands special treatment: prioritized space allocation at shelf and on the website, consistent and high-visibility slots in the circular and on the app, more-than-proportional spend for in-store and digital advertising, and more.Sometimes this approach will require difficult decisions to uncouple from trade spending and promotions that undercut the private brands. Changing up the established practices won’t always be simple, but it is necessary. If private brands don’t receive the investment and positioning needed to be competitive, they won’t deliver value in the short term or in the long term._________________This article was originally published in January 2023 and updated in November 2024. A retailer’s private brands should be an extension of its overall value proposition. The $100 billion opportunity for U.S. grocers | AlixPartners]]></content>
    <published>2024-11-13T15:43:00Z</published>
    <updated>2026-10-01T02:53:19Z</updated>
    <link href="https://www.alixpartners.com/insights/102i3rl/the-100-billion-opportunity-for-u-s-grocers/" rel="alternate" />
    <author>
      <name>Matthew Hamory</name>
    </author>
    <author>
      <name>Marco Di Marino</name>
    </author>
    <author>
      <name>Adam Goodliss</name>
    </author>
    <author>
      <name>Randy Burt</name>
    </author>
  </entry>
  <entry>
    <title>Fan bases in sport are evolving, and new ways of interaction and engagement are needed</title>
    <summary>The sports industry has seen a profound transformation in its diverse fan bases, driven primarily by technological evolution and changes...</summary>
    <id>urn:uuid:70c603f8-ca8c-4506-a760-d10522325de3</id>
    <content type="html"><![CDATA[Fan bases in sport are evolving, and new ways of interaction and engagement are needed The sports industry has seen a profound transformation in its diverse fan bases, driven primarily by technological evolution and changes in consumer behaviours, partly influenced by COVID-19. In the past, the bond between fans and teams was solely dependent on physical presence in stadiums and the enjoyment of events through traditional media. However, with the advent of social media, streaming platforms, and immersive new technology, the interaction between fans and sports has altered dramatically. According to analysis by global consulting firm AlixPartners, more than 95% of GenZ fans born between 1997 and 2012 use social media to interact with sports content, while more than 60% of young people under the age of 24 prefer to engage in video games rather than watch video content. In addition, most GenZ fans are more likely to play video games while watching sports than fans of previous generations. “Generation Z uses social media and streaming platforms like YouTube, Twitch, and Instagram to watch sports content, including live coverage, interviews, and match highlights. Growing interest amongst fans in video games, even in conjunction with a sporting event, and the increasingly limited attention of the new generations represents a new challenge for leagues, sports clubs, and the traditional media,” explains Edoardo Persenda, Senior Vice President of AlixPartners’ TMT Practice. “Today’s fans expect increasingly personalised and interactive experiences, similar to those offered by social media or video games, and are looking for more realistic, immersive, and surprising gaming experiences.”CHALLENGES AND RISKSThis fan-base evolution brings with it several risks for the companies that are unable to adapt to these new market dynamics. “One of the most obvious dangers is the loss of fans to other sports or entertainment, which in turn would entail significant economic risks, including reduced ticketing, merchandising, and sponsorship revenue, as well as less advantageous television rights revenue. The impact also affects the ability to attract new investors and talent, weakening bargaining power with partners and suppliers,” says Roberto Jona, Consultant at AlixPartners.A reduced fan base not only results in lost revenue from physical attendance at matches (ticketing and merchandising) but, more importantly, leads to a significant decrease in online traffic and digital interactions, impacting brand value for sponsors looking for visibility and engagement to recoup their sizeable investments.Another challenge for “traditional” industry stakeholders – leagues, clubs, traditional media, and betting agencies – is the redoubling of new technologies, platforms, and communication channels. The surfacing of new “players” in the industry (such as Twitch, which has become a major platform for live streaming sporting events and exclusive content, and Sorare, the blockchain-based platform where users buy, sell, and trade digital player cards, allowing them to interact with the world of football in a completely new way using NFTs) is leading to the development of go-betweens with the fan base, risking a compromise of the direct relationship with their fans and customers, which is fundamental to monetising the data and information from them.OPPORTUNITIES AND ROADMAP TRANSFORMATIONAccording to AlixPartners, the evolution of fan characteristics presents an opportunity for the companies that understand and embrace this change. “To avoid the contraction and intermediation of their fan base and to maximise value creation through data monetisation, companies in the industry will need to protect and develop their direct relationship with fans, which is needed to understand and profile their characteristics. They must develop a new multichannel strategy – physical, digital, and multimedia – by creating new content enabled by emerging technologies. For their strategy to succeed, they must first understand fans facets and desires, and then respond to them across all channels in complementary and consistent ways”, Persenda points out.With this in mind, some sports clubs, teams, and organisations increasingly invest in proprietary digital content to establish a direct relationship with their fans – this will obtain the first-party data that is essential for profiling and customisation of offers to maximise revenues. Organisations are redefining how they interact with their audiences, from interactive engagement programs on social media and streaming platforms to fan-exclusive events. Sports leagues and clubs around the world are evolving their strategies to adapt to new fan behaviours and expectations, taking advantage of the spread of immersive technologies, such as virtual reality, digital assets like NFTs, and new interaction platforms, which are all revolutionising the way fans interact with sports and their teams. Many of the new initiatives undertaken by clubs to strengthen the bond with the fans leverage the physical channel, enriched with digital and multimedia experiences, such as the Barcelona “Total Xperience”, a physical tour that includes several multimedia experiences, including access to the immersive room “Spotify Camp Nou Live” and the “Barça Virtual Dream”, where you can dive into Barcelona’s virtual universe, experiencing the feeling of being one of the players. In addition to stadium entertainment, some sports clubs want to expand their audience through immersive experiences outside sports venues, thus reaching more fans. One example is the NBA House, a four-day pop-up experience that takes place in cities such as New York, Paris, and Beijing. This event features interactive games, gaming areas, meetings with NBA legends and contests with official prizes, attracting thousands of fans. These initiatives allow clubs to engage people even away from stadiums, offering unique experiences accessible to a much wider audience. Social media content created by athletes is also one of the main levers for engaging younger audiences. This generation follows athletes not only for their performance but also for their personalities, values, and off-field activities. Sports leagues recognise this potential, as demonstrated by the NFL hiring over 1,000 influencers to promote the league and MLB partnering with stars like “Ambassadors” on social media. Behind-the-scenes content, glimpses of everyday life and exclusive broadcasts, such as those produced by some football clubs or the Netflix series “Formula 1: Drive to Survive”, have become essential tools to retain and transform casual viewers into committed fans.Expanding into parallel markets such as e-sports and gaming is a further opportunity. This fast-growing industry offers new avenues for fan engagement and revenue diversification through sponsorship, merchandise sales, and digital content. Some significant examples are the Philadelphia 76ers, a famous NBA team that acquired Team Dignitas, a professional e-sports organization, and the NFL, one of the first sports leagues to offer a game in “virtual reality”, betting on the future adoption of VR devices to engage new generations of fans around the world like never before. This article was originally published in Italian on calcioefinanza.it: https://www.calcioefinanza.it/2024/10/10/alixpartners-come-cambia-il-tifo-nello-sport/ Fan bases in sport are evolving, and new ways of interaction and engagement are needed | AlixPartners]]></content>
    <published>2024-11-05T11:34:55Z</published>
    <updated>2026-10-01T02:53:26Z</updated>
    <link href="https://www.alixpartners.com/insights/102jnhq/fan-bases-in-sport-are-evolving-and-new-ways-of-interaction-and-engagement-are-n/" rel="alternate" />
    <author>
      <name>Edoardo Persenda</name>
    </author>
    <author>
      <name>Roberto Jona</name>
    </author>
  </entry>
  <entry>
    <title>From life-saving to life-threatening: The cybersecurity crisis in healthcare</title>
    <summary>As pernicious attacks increase, the industry faces an imperative to introduce strategies for warding off bad actors The healthcare...</summary>
    <id>urn:uuid:7c06f9db-f49c-4f9e-b14b-a641b4023064</id>
    <content type="html"><![CDATA[From life-saving to life-threatening: The cybersecurity crisis in healthcare As pernicious attacks increase, the industry faces an imperative to introduce strategies for warding off bad actorsThe healthcare industry is a primary target for cybercriminals due to its massive repositories of sensitive patient information and widespread adoption of digital technologies. In 2023, for the 13th year in a row, it experienced the most costly data breaches of any other sector globally, averaging close to $11 million per breach—almost twice as much as the financial industry, according to the World Bank. The impact can be devastating to both patient care operations and the very survival of a hard-hit institution. St. Margarets Hospital in Spring Valley, Illinois, for example, permanently shut down operations in 2023, in part due to a cyberattack that took place in 2021.At the same time, industry executives often fail to take consistent, aggressive steps to address these threats when other priorities take over. But the magnitude of the problem calls for a comprehensive, sophisticated effort to guard against the most prevalent and consequential threats they might face. Each successive breach of a healthcare institution only further underscores the need to focus on cybersecurity controls to safeguard patient care operations and protect and preserve business value.While healthcare companies face a plethora of cyberthreats, there are five particularly prevalent and destructive examples of note.1. RansomwareA type of malware, ransomware permanently shuts down access to a victims data unless a ransom is paid. So far this year, 91% of healthcare data breaches have involved ransomware. What’s more, threat actors continue to adapt to the changing technical landscape with new tools, techniques, and procedures (TTPs), the processes and actions used to develop threats and engage in cyberattacks.Noteworthy ransomware attacks in 2024 included:A ransomware attack in February on healthcare technology company Change Healthcare exposed the information of more than one-third of all Americans, rendering the platform unavailable for over a month and impacting payments and revenue lifecycle.An April ransomware event by group LockBit3.0 targeted the Simone Veil Hospital in Cannes. This event resulted in the theft of 61GB of data.One month later, a file download triggered a ransomware attack on faith-based healthcare organization Ascension. Its electronic medical record system was affected for one month. There are a few areas of controls to reduce ransomware risks, including a ransomware assessment and incident response plan, performing purple team exercises, continuing backup resilience, and implementing Zero Trust principles and furthering microsegmentation.2. IoT and cloud devicesAs organizations continue to shift their operations to the cloud, they’ve become more vulnerable to the exploitation of that technology by bad actors. That’s especially true for opportunities created by Internet of Things (IoT) systems. These interconnected devices, which use multiple sensors, offer healthcare institutions additional metrics, analytics, and reporting, but they also create device security considerations. An exposed Internet port, for example, or a misconfiguration on an external server or IoT device, may provide an avenue of entry for a persistent threat actor. In 2023, a report showed a 400% increase in malware IoT attacks, demonstrating the need for continued focus on IoT security.To protect themselves, organizations must review asset management capabilities to ensure asset protection, automated discovery of assets, reconciliation, and periodic review and assessment of configurations. These will help an organization understand assets living within the environment, protection capabilities surrounding these assets, and whether further protection is needed.3. Insider threatEmployees and contractors operating within a healthcare organization who have access to sensitive IP and protected health information (PHI) data may be able to exfiltrate the data or otherwise cause intentional or unintentional harm to the institution’s assets. Such attacks can potentially impact patient care and result in reputational and HIPAA compliance risks to an organization. These threats have increased 7.9% year-over-year, with the average cost of insider risk at $16.2 million, according to a 2023 Ponemon report.Employee monitoring, awareness training, data security, and regular background checks serve as controls to protect from threats and provide insights into user behavior, as well as the potential risk level of particular employees.4. HacktivismThis involves a cyberattack on a particular entity or sector by a group of individuals aiming to spread a political message, usually in times of conflict. For example, in January 2023, a pro-Russian hacktivist group named Killnet targeted 14 U.S. healthcare organizations with distributed denial of service (DDoS) attacks, which disrupt a website or server by flooding it with excessive traffic, after officials sent additional military aid to Ukraine.In October 2023, in response to the rise of hacktivism in recent years, the European Union Agency for Cybersecurity (ENISA) reported a set of recommended actions to counter the increase in DDoS attacks against the healthcare industry, such as a redundant backup strategy, scanning and addressing vulnerabilities, and improvement of detections. Additionally, AlixPartners would recommend a “well-architected infrastructure review that focuses on core infrastructure pillars to ensure continued resilience against common and emerging threats.5. Weaponization of AIWhen AI is used alongside another threat vector, it may be weaponized to increase the success rate of an attack. For example, bad actors can ask Generative AI to ingest the writing style of a particular public-facing company spokesperson and then craft an email to send to a target. Such instances of business email compromise increased 46% from 2022 to 2023, according to a report by Ponemon Sullivan. Generative AI may also be used to spread misinformation or disinformation by, for instance, producing articles and deepfake videos on controversial medical topics.Without tools or training to help internal users and the general population learn how to defend themselves against these attacks, they may fall victim to them. Cybersecurity teams should perform regular tests to understand the organization’s ability to identify and respond to such attacks, and consider focusing on higher-risk group areas that may be more susceptible to these threats, including executive leadership and administrators. This may include deployment of tools that report to the user a warning of potential malicious AI usage, and a reporting mechanism for further validation.An urgent need to plan aheadAs cyberattacks increase, healthcare organizations face an urgent imperative: to consider these vulnerabilities as part of a cybersecurity strategy and create a plan for the upcoming year to reduce risks from persisting threats. To quickly address this need, healthcare organizations must focus on implementing or enhancing core Cybersecurity program pillars, such as data security, resiliency and response, access control, network security, third-party risk management, and regulatory and compliance. AlixPartners has a playbook to develop a bespoke solution that addresses healthcare cybersecurity needs, bringing in inputs from environment, process, and manpower, and tailoring an output focused directly on high impact quick wins as part of a go-forward strategy. Organizations may begin by ensuring assets and data are accounted for, then stepping through controls against a common healthcare cybersecurity framework like HITRUST to ensure compliance with controls. A focus on rapid risk reduction and addressing the impact of these threats can help organizations continue to provide quality patient care, meet and preserve their business objectives, regulatory and compliance goals, along with optimization and value creation efforts. From life-saving to life-threatening: The cybersecurity crisis in healthcare | AlixPartners As pernicious attacks increase, the industry faces an imperative to introduce strategies for warding off bad actors The healthcare]]></content>
    <published>2024-11-04T18:25:59Z</published>
    <updated>2026-10-01T02:53:27Z</updated>
    <link href="https://www.alixpartners.com/insights/102jnbs/from-life-saving-to-life-threatening-the-cybersecurity-crisis-in-healthcare/" rel="alternate" />
    <author>
      <name>Megha Kalsi</name>
    </author>
    <author>
      <name>Arnie Basu</name>
    </author>
    <author>
      <name>Edward Chua</name>
    </author>
    <author>
      <name>Jerry Wang</name>
    </author>
  </entry>
  <entry>
    <title>Webinar: Navigating supply chain challenges in the Aerospace &amp; Defense industry</title>
    <summary>The Aerospace &amp; Defense industry has been navigating extraordinary challenges in recent years: from the 737 Max grounding and the...</summary>
    <id>urn:uuid:882f3869-3c4d-4ba6-9cb2-471e6a536519</id>
    <content type="html"><![CDATA[Webinar: Navigating supply chain challenges in the Aerospace &amp; Defense industry The Aerospace &amp; Defense industry has been navigating extraordinary challenges in recent years: from the 737 Max grounding and the COVID-19 pandemic to labor shortages and steep inflation. Now, as the industry ramps up production, supply chain teams are under increasing pressure, often finding themselves trapped in a cycle of reactive firefighting.These challenges frequently lead to delays, quality issues, and rising costs, which can severely affect competitiveness and the ability to win new contracts. However, there is a way to regain control and steer your supply chain toward strategic and operational excellence.Please find some insights from our recent webinar below.If you would like to watch the full webinar, please reach out to: Luc Esmerit lesmerit@alixpartners.com+1 (213) 479-6614 Webinar: Navigating supply chain challenges in the Aerospace &amp; Defense industry | AlixPartners]]></content>
    <published>2024-10-30T16:47:36Z</published>
    <updated>2026-10-01T02:53:30Z</updated>
    <link href="https://www.alixpartners.com/insights/102jmyv/webinar-navigating-supply-chain-challenges-in-the-aerospace-defense-industry/" rel="alternate" />
    <author>
      <name>Luc Esmerit</name>
    </author>
    <author>
      <name>Rob Cerff</name>
    </author>
    <author>
      <name>Venky Ramesh</name>
    </author>
    <author>
      <name>James Heyden</name>
    </author>
  </entry>
  <entry>
    <title>eSIM adoption: A game-changer for the telecommunications market</title>
    <summary>Gone are the days of wrestling with tiny SIM cards–welcome to the world of eSIMs, where switching networks is as easy as a tap on your...</summary>
    <id>urn:uuid:44e213e3-5dd4-4e10-94f2-35593a3487c5</id>
    <content type="html"><![CDATA[eSIM adoption: A game-changer for the telecommunications market Gone are the days of wrestling with tiny SIM cards–welcome to the world of eSIMs, where switching networks is as easy as a tap on your screen. eSIMs, or embedded SIMs, are digital SIM cards that integrate directly into mobile devices, eliminating the need for physical SIM cards. First introduced in 2016, they gained significant attention in 2022 with the launch of the first eSIM-only smartphones in the U.S. and continue to grow in popularity due to their convenience, portability, and travel-friendliness. The global eSIM market, valued at approximately $9 billion in 2023, is expected to grow 11% YoY, reaching nearly $14 billion by 2027. Projections estimate that 75% of all smartphones will be eSIM-connected by 2030. This growth is driven by the rising adoption of IoT-connected devices in machine-to-machine applications and consumer electronics, which account for around 70% and 30% of the market share for each respective technology. Eventually, most devices will be eSIM only—this revolution is not optional. As it further impacts the telecommunications value chain and transforms the user experience, manufacturers and telco companies must adjust to shifting needs. How eSIMs both benefit and disrupt the telecommunications value chain The shift towards eSIM cards is causing a gradual decline in market position for physical SIM providers, although demand still persists in developing markets. However, eSIMs provide substantial opportunities for device manufacturers, mobile virtual network operators (MVNOs), and end users. Leading mobile device manufacturers like Apple, Google, and Samsung have quickly adapted, integrating eSIM technology to enhance phone and tablet functionality while boosting the user experience. eSIMs have also allowed manufacturers to eliminate SIM card slots, freeing up design space. MVNOs are leveraging eSIMs to streamline the customer onboarding process, enabling users to switch carriers and plans digitally without needing a physical SIM card. This flexibility allows MVNOs to offer more dynamic and tailored service options, improving customer satisfaction. Additionally, eSIMs help MVNOs reduce operational costs. For consumers, eSIMs provide enhanced connectivity, better network management, and greater flexibility in choosing and switching mobile operators without a need to visit stores. The largest use case to date has been around travel, as travel eSIMs provide savings of up to 35% over traditional roaming plans. This trend has prompted telcos to enhance their offerings or partner with providers in popular destinations. Even users with telecom providers that do not offer roaming eSIM services can buy travel eSIMs or use eSIM apps that offer these services from companies such as Airalo or Holafly. If this trend continues, operators are projected to lose $3.9 billion in roaming spend to travel SIM and eSIM packages by 2028. How eSIMs will continue impacting telco operators Traditional telcos have been hesitant about eSIM technology as physical SIM cards provide an additional hurdle for customers looking to switch carriers. As switching becomes much easier, telcos need to up their game when it comes to understanding and retaining customers. The rise in eSIMs at the same time that large operators double down on fiber may not be a coincidence. The residential space will soon see an uptick in customer-centered integrated offerings to drive loyalty and prevent switching. Thanks to GenAI, telcos can understand and hyper-segment customers with such granularity that each can be treated as an individual. This “industrialized customization”—which many other industries have already adopted—allows telcos to offer tailored messages with specific value propositions at the individual customer level, without complicating delivery. eSIMs also present a significant opportunity to offer improved services and capitalize on emerging markets like IoT and private networks. The biggest commercial opportunity for telcos lies in the IoT market, where worldwide revenue is expected to double from approximately $330 billion in 2023 to around $740 billion by 2030. And this is just the connectivity part. Industry standards for operating and orchestrating the IoT ecosystem have yet to be established. eSIMs enable seamless remote provisioning and device management—it is now up to the operators to define what role they wish to play. They can stay in the connectivity space and hope to expand revenues, knowing that large chunks will be stolen by third parties operating in the wholesale realm. Or they can finally step up and provide solutions to customers desperately waiting for these new eSIM offerings. With private networks, eSIMs improve connectivity and network management through over-the-air programming, creating a space for telcos to provide customized solutions for government facilities, manufacturing sites, and academic campuses. Overall, we believe that leading telco operators have matured to a point where they can become the ultimate solution for many of these small- and medium-sized business (SMB) customers. By partnering with satellite communications services, starting to integrate with fiber offerings, and creating new alliances to expand their ecosystem, telcos are moving in the right direction. Their fundamental challenge will be to accomplish the above without becoming a reseller—it will be interesting to watch upcoming consolidation trends in the B2B space. The future of mobile connectivity is digital The arrival of eSIM technology marks a significant digital transformation in the relationship between subscribers and device and network providers. As eSIM capabilities increasingly integrate into devices, networks, and user ecosystems, they will revolutionize the telecommunications industry. However, in the grand scheme of things, this is yet another wake-up call for telco operators that the good old days are over. But they do not need to fight change—they can use these new capabilities to their advantage. Change is always scary for large corporations, but those that embrace it with a growth mindset can successfully reinvent themselves and evolve rather than grow obsolete. eSIM adoption: A game-changer for the telecommunications market | AlixPartners]]></content>
    <published>2024-10-30T12:00:39Z</published>
    <updated>2026-10-01T02:53:35Z</updated>
    <link href="https://www.alixpartners.com/insights/102jmyp/esim-adoption-a-game-changer-for-the-telecommunications-market/" rel="alternate" />
    <author>
      <name>Joe Semma</name>
    </author>
    <author>
      <name>Udayan Maithani</name>
    </author>
    <author>
      <name>Andrej Danis</name>
    </author>
    <author>
      <name>Santiago Asiain</name>
    </author>
  </entry>
  <entry>
    <title>Leveraging technology to improve program management in the defense industry</title>
    <summary>The AlixPartners A&amp;D Minute  Back to basics on program management, the latest AlixPartners point of view on program management, was...</summary>
    <id>urn:uuid:c4e1f285-5daf-4a23-b272-2e8b37326dfa</id>
    <content type="html"><![CDATA[Leveraging technology to improve program management in the defense industry The AlixPartners A&amp;D Minute Back to basics on program management, the latest AlixPartners point of view on program management, was published in October 2023. Since then, the geopolitical landscape has shifted significantly. Conflict permeates the Middle East, the war in Ukraine has intensified, and the risk of conflict in Asia Pacific remains elevated. In this environment, warfighters increasingly rely on the defense industrial base. Getting the right weapon system to the right place at the right time is critical. The importance of defense program management—a competency we outlined in great detail in October 2023—remains paramount. Much has changed since then, including further degradation of Estimate at Completion (EAC) results, amplifying the need for a more focused look at the topic.EACs: The more things change, the more they stay the same EACs are influenced by supply chain bottlenecks, material price inflation, the lingering aftermath of the pandemic, and other factors. However, as we pointed out in Back to basics on program management, the root causes of the negative charges may stem from weaknesses in program management fundamentals. Today, major defense primes’ adjustments continue to exert downward pressure on margins, even as they recover from significant negative adjustments in the past. Notably, net-positive EAC adjustments are declining year-over-year. Regular EAC charges expose systemic challenges that need to be resolved. As charges from past years continue to filter through to financial results, it becomes increasingly evident that bad program management habits are challenging to unlearn. Digging to the root causeEAC results only tell part of the story. We surveyed dozens of global program management experts to broaden our perspective on top challenges they face today. Below is an analysis of the Top 5 drivers for successful program management.1. Talent managementProgram managers (PMs) should be hired based on the strength of a specialized skillset that goes beyond traditional technical expertise. Talent will only get you so far. Cross-functional capabilities are necessary as talent management plans must be intentional and structured around a core set of program management competencies. Tailored talent development planning must be instilled to further transform experience into expertise. The first step is establishing a baseline set of PM competencies across your program organization, identifying opportunities to align resources toward addressing gaps. Secondly, creating leadership rotational training programs provides current and future PMs exposure to necessary disciplines. A PM who has only worked in engineering is rarely the most efficient leader, especially when compared to an engineer who has worked in supply chain, manufacturing, customer support and business development. In large development programs, a key role that can improve program management effectiveness is the position of an “architect,” working side-by-side with the PM. The architect is typically someone with a very experienced technical background who can challenge and deal with overall system performance and technical compromises. Many of the best program managers AlixPartners has worked with bring to bear this diverse experience, along with strong leadership and expertise in fostering continuous collaboration throughout the organization.2. Real time data visibility and analytical tools PMs are often overwhelmed by manual data management, struggling to turn disparate data sources into actionable insights for sound decision making. As a starting point, harmonizing disparate data sources into a single, organization-wide taxonomy creates efficiencies, reduces manual labor, and allows more time to focus on deeper value-add insights. A single source of data and standardized analytics leads to real-time access to metrics and objective reporting with greater accuracy, driving better customer and business outcomes.3. Sales, inventory, and operations planning (SIOP)Supply chain management is an overwhelmingly manual, resource-heavy process. Massive amounts of data and analysis are necessary to improve supplier performance tracking and to better forecast lead times and delivery. Connecting and digitizing both internal and external sources of quantitative and qualitative data enables a more comprehensive view of the supply chain. This includes better visibility into performance metrics and market factors that may be impacting availability of materials and parts, resulting in more thorough and responsive supplier risk management.As supply chains face increasing internal and external pressures, effective SIOP management has never been more important for enhancing supply chain resilience. A key focus for CEOs and supply chain leaders is optimizing production, maintenance, and sustainment capacity, while being able to react quickly to disruptions. One core tenet of building supply chain resilience is maintaining full chain-of-custody fidelity. OEMs are on the hook to ensure parts are not only fit for purpose and produced efficiently, but also meet regulatory requirements while safeguarding operational security. Better use of data in SIOP can streamline these processes, helping organizations respond more quickly to challenges and fortify their supply chain resilience, especially in contested environments. 4. Program planning and executionToo many programs spend the entire execution lifecycle trying to catch up to plan. This is often because the necessary structural elements are not in place at time of kickoff. To achieve “green-from-day-one” program readiness requires standardized pre-execution workflows and frameworks to ensure everything is in place at kickoff. To be sure, every program encounters unique circumstances, but generalized practices can be utilized to ensure governance frameworks and adequate resources are in place at the outset. The more thoughtfully that pre-execution planning is orchestrated, the more effective the program management plan, risk and opportunity management plan, and others will be.5. Estimating and baseliningProgram estimating and baselining are also critical. This starts from an executable basis of estimate (BOE), combining historical and forward-looking performance data. BOEs need to be adjusted for projected rate and market fluctuations, and then validated by technical expertise across all functions. Objective reviews of estimates and baselines are a final check on reasonableness and readiness of the proposed solution before finalizing. This process must be standardized across the enterprise with centralized governance policies to ensure that every program is baselined with the same discipline and rigor, resulting in a comprehensive work and organizational breakdown structure that entirely captures program requirements and enables efficient execution of scope. Set aside AI hype. Focus on AI performanceThere is no silver bullet to solve all these problems. However, effective decision-making and strong leadership goes a long way. Artificial intelligence can help PMs make better decisions that positively impact customers and warfighters. However, AI faces its own set of challenges.Assume certain foundational elements required to use most AI tools at scale with your data, including aggregation and generative-AI usability, are solved. Questions concerning how to capitalize on this investment in AI and how to apply it to PMs’ challenges remain. How do you rapidly move along the learning curve from descriptive analytics for anomaly detection, hypothesis testing, and pattern mining to more predictive capabilities? Answering this is necessary to expand into prescriptive techniques to leverage for proposals and BoEs before a program is ever awarded. The goal is to avoid structural deficiencies in the bid phase that won’t be solved by performance alone.A potential use case that highlights the value of developing AI for program management is improving cost estimation models. For example, vendor classification in cost estimation can be challenging, particularly when data on smaller vendors is opaque. However, by training an AI agent to map these entities to their parent companies, we can often gain a clearer understanding of whether cost increases presented during negotiations reflect actual challenges the vendors face. Incorporating additional data sources – for example – raw material and labor data can further be used to refine the assessment of whether proposed cost increases are justified and can also be a baseline for forecasting future cost growth. Then, analyzing the performance and pricing history of similar suppliers can provide even greater insight into whether the issue is sector-wide or specific to the vendor. The evolution of AI in program management can be directed to solve a wide variety of program management hurdles and improve bid competitiveness, but aligning AI capabilities with an organization’s most critical needs is a path each company must chart for itself.Upskilling at scale AI can also help bridge the talent gap, initially providing every PM with the equivalent of a capable junior analytical resource who needs concrete direction. It can then evolve into an advisor role who can provide proactive, objective, quantitative support and foresight with less bias than a PM who may aim to please a customer. It also can ensure at a minimum all PMs, CAMs, and finance support ask the right questions to drive action.Poised for successDefense companies want to ensure AI investment empowers program managers, control account managers, and others on the front lines running a program, rather than simply be a buzzword. Armed with the right tools and insights, tied into live performance metrics, program managers will likely see more time and energy for proactively managing programs rather than simply reporting on them. Contact us to keep the conversation on AI and technology’s role in effective program management going.For a deeper discussion about the challenges and solutions associated with this topic, contact:Eric BernardiniExecutive Partner &amp; Managing Director, Aerospace, Defense, and Airlinesebernardini@alixpartners.com Stefan OhlGlobal Co-Lead, Aerospace, Defense, and Airlinessohl@alixpartners.com David WiremanGlobal Co-Lead, Aerospace, Defense, and Airlinesdwireman@alixpartners.comContact the authors:Ben BrooksPartnerwbrooks@alixpartners.com Bryan AppelDirectorbappel@alixpartners.com Rodion KaplounovVice Presidentrkaplounov@alixpartners.com Aaron EdwardsVice Presidentaedwards@alixpartners.com Andrew ChenVice Presidentanchen@alixpartners.com Leveraging technology to improve program management in the defense industry | AlixPartners The AlixPartners A&amp;D Minute Back to basics on program management, the latest AlixPartners point of view on program management, was]]></content>
    <published>2024-10-29T17:59:43Z</published>
    <updated>2026-10-01T02:53:36Z</updated>
    <link href="https://www.alixpartners.com/insights/102jmyj/leveraging-technology-to-improve-program-management-in-the-defense-industry/" rel="alternate" />
    <author>
      <name>Eric Bernardini</name>
    </author>
    <author>
      <name>Stefan Ohl</name>
    </author>
    <author>
      <name>David Wireman</name>
    </author>
    <author>
      <name>Bryan Appel</name>
    </author>
    <author>
      <name>Rodion Kaplounov</name>
    </author>
    <author>
      <name>Aaron Edwards</name>
    </author>
    <author>
      <name>Andrew Chen</name>
    </author>
  </entry>
  <entry>
    <title>Managing for Value, Part 3: Prioritizing an agenda for profitable growth</title>
    <summary>In this series, we discuss how an approach known as “managing for value” can help grocers develop a powerful reinvestment advantage....</summary>
    <id>urn:uuid:5b7dd8ef-bf6a-46c3-b734-c9c877c4e09e</id>
    <content type="html"><![CDATA[Managing for Value, Part 3: Prioritizing an agenda for profitable growth In this series, we discuss how an approach known as “managing for value” can help grocers develop a powerful reinvestment advantage. We’ll cover five steps in the process: aligning on a single measure of success; identifying internal and external concentrations of value; establishing management’s key priorities; creating differentiated strategies and resource allocation; and building a culture of ownership.In our last article, we explained how a grocer can identify and capitalize on value concentrations within their company and industry. Armed with this understanding, the next step for management teams is to translate these insights into a set of opportunities and actions to pursue.We have found the most successful companies do this by setting an “agenda” for value growth – essentially a short list of the most critical opportunities for executives to concentrate on. This agenda should be prioritized by value creation potential (i.e., sum of discounted future economic profit), as this is a company’s “North Star” for winning with shareholders and other stakeholders. The list needs to be short to allow executives the focus required to solve these issues effectively, but it should be refreshed regularly to ensure priorities are updated as needed.Many grocers would say they have something similar in place, but we have seen several areas where executives can strengthen their short lists in practice: Set a standard measure for prioritizationWithout an apples-to-apples metric, executives may struggle to choose between initiatives that measure value differently (e.g., a marketing push expected to grow revenue by $300M versus a supply chain refinement expected to save $100M in cost).Mitigate the role of politics in deciding where time is spentGenerally, each business unit or functional area will vie for executive attention, promoting their issues as the most important. When internal politics influence priorities, the C-suite can be left with conflicting, lower value, or an unmanageable volume of initiatives.Balance urgency with importanceWhen management regularly prioritizes the “urgent,” companies cycle through initiatives that require immediate action and never get to longer-term opportunities that provide greater value.Reduce distraction from changing external factors When executives are highly reactive to new trends — trying to get ahead of the competition — priorities change constantly and the quality of solving the issues that really matter is reduced.Having a true value growth agenda addresses these issues by providing a consistent and unbiased method for executives to evaluate what is most “important.” Done this way, it is easy for the rest of the organization to understand why priorities exist, removing politics from the equation. Using discounted profit factors in time to realize value, thus revealing when longer-term actions are still more important to start addressing now than the “urgent.” Finally, refreshing the agenda annually allows grocers to re-evaluate priorities regularly enough to capture meaningful changes in market trends, but not so frequently as to create unnecessary distraction.On that last note, it is understandable why a grocer would find it difficult to “limit” themselves to a short, set list of actions with everything happening in the grocery market today. Just consider a few (certainly not an exhaustive list) of the trends we believe will be most impactful to grocers over the next few years: Trying to address everything at once is rarely met with success. Take Grocery Outlet for example. In 2023, the grocer upgraded product, inventory, financial, and reporting platforms while also releasing a new personalized app to customers, acquiring another company (UGO), and building a private label. Any one of these major efforts requires significant management attention to execute successfully, and juggling all of them together only increased the risk of an unexpected hiccup. In this case, the issue arose in their systems transition, which disrupted business operations and financials for nearly a year and resulted in ~100bps decline in gross margin. Additionally, the capital employed across all of these initiatives was significant, and while Grocery Outlet has experienced revenue growth, economic profits have declined to nearly flat over the past couple of years.On the other hand, grocers like Publix have been quite successful tackling a narrower set of important issues by prioritizing their consistent and superior brand experience over chasing each new trend that comes along. Initiatives have centered on making existing store formats and offerings more relevant to their customer base while adding technology to streamline the customer experience. Additional growth has come from tactically increasing density in loyal markets and extending into similar adjacencies. This focus has resulted in Publix delivering profit margins and sales growth over twice that of peers over the past five years.So where should a grocer center their efforts? The answer is not one-size-fits-all; instead, executives should first consider what will be most impactful to their company and customers. For example, a discounter may not need to think about offering delivery or organic options if their customers’ number one priority is saving money. However, they will certainly need to address increasing costs pressuring already thin margins, which may require steering customers towards more profitable (but similarly priced) products.Alternatively, a natural grocer with healthy margins may have a bit more financial leeway, but they may be under greater pressure to justify their premium by providing quality products and a differentiated experience to their wellness-seeking customers. For a more traditional grocer, an agenda for the highest value growth items might look like: To build a similar agenda for your company, start with a fact-based understanding of where value is concentrated within your company and industry – at a highly granular level (as explained in our last article). Combine this with the market trends (likely sourced from your business intelligence team) most relevant to your customers, geographies, products, etc. to identify a broad swath of opportunities. For each, have your strategy team determine the most relevant tactic (build, grow, fix, wind down, etc.). Next, finance teams should partner with strategy to estimate the economic profit growth potential of each opportunity. This is not an exact science (similar to forecasting) but is critical to ensure the profit implications of taking each action are carefully considered. For example, weighing the impact of cost reduction to profitable revenues – or the capital investment required to create a new capability. Executives must then ask themselves: how long will it take to realize this profit growth? Remembering that a dollar today is worth more than a dollar several years from now, time to achieve each opportunity should be factored into prioritization. In technical terms, this can be achieved by discounting economic profit growth realized in the future back to today’s dollars (which is the true measure of value). A more visual way to think about this concept looks like: The highest priorities are generally those that generate the greatest near-term economic profit improvement (e.g., addressing areas of the business that are actively destroying value). The next wave is usually those that generate significant economic profit but over a longer time horizon (e.g., standing up new stores in locations where the company is well-positioned to win with customers). Depending on the associated value, some of these opportunities may become higher priority.Third come opportunities where value can be realized quickly but is lower overall (potentially reducing indirect spend). The lowest priority items are those with smaller value creation potential that would take a long time to realize value from. These rarely make it to the management agenda and should only be addressed if sufficient resources exist (e.g., can be delegated to the business unit level without distracting from corporate priorities). For similarly valuable and fast opportunities, management teams can use additional criteria to “break ties.” For example, all else equal, prioritizing issues that management has the greatest control over and ability to resolve will increase the odds of success. Similarly, first sequencing opportunities for which decisions are central to the overall business strategy, or those that provide learnings necessary to address other important issues, can provide cascading benefits to later agenda items.Management should then narrow down their agenda to around five items for immediate attention, but that does not mean all of the lower-priority opportunities are “lost.” The agenda should be dynamic: sustained and regularly updated to drive decisions and actions over time. We recommend refreshing annually; while conditions may not have changed materially each year, this discipline will reveal important new issues when they do arise. And as agenda items are completed, this also allows management to develop a plan for tackling the next set of priorities.Now, it comes time to deliver on the agenda. This will require building strategies for each opportunity that are differentiated from peers – serving your customers’ needs better than the competition. These strategies will need to be supported by the proper resource allocation and organizational conditions, all of which we will dive into during the next article in this series. Need to catch up on the earlier articles in this series? Check them out at the links below.Managing for Value, Part 1: A new way to think about winning in groceryManaging for Value, Part 2: What grocers gain from a closer look at profitability Managing for Value, Part 3: Prioritizing an agenda for profitable growth | AlixPartners]]></content>
    <published>2024-10-28T15:30:25Z</published>
    <updated>2026-10-01T02:53:39Z</updated>
    <link href="https://www.alixpartners.com/insights/102jmeo/managing-for-value-part-3-prioritizing-an-agenda-for-profitable-growth/" rel="alternate" />
    <author>
      <name>Matthew Hamory</name>
    </author>
    <author>
      <name>Lee Mergy</name>
    </author>
    <author>
      <name>Marco Di Marino</name>
    </author>
    <author>
      <name>Alex Russell</name>
    </author>
  </entry>
  <entry>
    <title>Five questions telco leaders must answer for a sustainable cloud strategy</title>
    <summary>Is a hybrid cloud approach more of a band-aid than a future-proofed strategy? Is single vendor lock-in a trap lying in wait? And are...</summary>
    <id>urn:uuid:ae2359c3-907e-4a30-b791-acf669ae2102</id>
    <content type="html"><![CDATA[Five questions telco leaders must answer for a sustainable cloud strategy Is a hybrid cloud approach more of a band-aid than a future-proofed strategy? Is single vendor lock-in a trap lying in wait? And are there any discernible benefits to mothballing legacy systems? As telcos take to the clouds, balancing cloud-native ambitions with more grounded legacy system obligations is no small feat. The potential rewards are high, but the obstacles in reaching such an altitude can be equally imposing. The advent of 5G has compelled industry players to adopt cloud technology alongside the enduring complexity – and costliness – of managing legacy networks. This evolution from physical infrastructures to private clouds underscores the critical decisions to be taken regarding proprietary versus open standards, and whether to adopt a fully cloud-native or hybrid architecture. Meanwhile, collaborations with hyperscalers for service orchestration and edge computing further shape future competitiveness, while key roles are also to be played by automation, AI-driven analytics, and virtualisation.In the pursuit of sustainable growth, innovation, and operational efficiency, what do telco leaders need to ask themselves to effectively manage their legacy systems and accelerating cloud capabilities?1. ”What architecture is right for my business?”Telcos face a pivotal choice: go fully cloud-native or opt for a hybrid model. Cloud-native solutions offer agility and streamline operations but involve extensive overhauls and high upfront costs. A hybrid approach, integrating existing infrastructure, may reduce initial expenses and risks but this can complicate operations, potentially slowing innovation. As cloud-native technologies mature, hybrid models continue to dominate due to their ability to juggle workloads and foster gradual transitions. Utilising public clouds for non-critical tasks while keeping core operations private can strike a solid balance between innovation and stability.However, the shift towards all-encompassing cloud-native deployments is gaining traction as telcos harness these solutions’ efficiencies. It is therefore vital to balance this technological migration while focusing intensely on customer experience. By leading customers towards new cloud-based services, telcos can nurture loyalty and spur growth, ensuring minimal disruption to their existing systems. Ultimately, the successful migration of customers to new offerings will be key to sustaining a competitive advantage. 2. “Should I work with a single vendor or blend best-of-breed solutions?”Telcos must choose wisely between a single-vendor solution or a best-of-breed strategy. Single-vendor solutions offer simplicity and seamless operations but often trap companies in vendor lock-in, stifling flexibility and innovation. Meanwhile, a best-of-breed approach allows telcos to cherry-pick top-tier technology for individual functions, though it can spawn integration hurdles and operational complexities. These critical decisions transcend technology stacks and influence broader business strategies. For instance, larger telcos usually retain control over core functions such as billing and customer management while outsourcing edge functions like network management and data analysis. This not only fosters innovation and ensures stability but also mitigates vendor lock-in risks. Clarity in demarcating core and edge services is vital to avoid fragmented architectures. Moreover, while a best-of-breed model might suit an operator with $100 billion in revenue, smaller players with revenues below $2 billion might steer clear due to the complexity of this approach.3. “How will my business model need to change?”The transition to cloud-based operations requires a fundamental overhaul of a telco’s business model. Traditionally rooted in hierarchical, process-driven methodologies, telcos must pivot to a more flexible and agile framework rooted in DevOps principles. This transition affects not just operational processes but also financial strategies, shifting from capital-heavy investments in infrastructure to a model based on operational expenditures with usage-based pricing. While this OPEX model introduces flexibility, it demands rigorous cost-control mechanisms to prevent unforeseen expenses and truly capitalise on cloud-enabled efficiencies. Inspired by the nimbleness of tech giants like Netflix and Amazon, telcos are implementing practices such as DevOps and CI/CD to streamline operations and hasten service delivery. The integration of automation and AI-powered analytics is revolutionising network management, decreasing manual tasks and boosting performance. This evolution goes hand in hand with an organisational culture shift – one that involves staff retraining, role redefinitions, and new process adoptions. Without these essential changes, the full advantages of an agile operational model will remain elusive, undermining the potential gains of cloud adoption.4. “What should I do with my legacy systems?”A significant hurdle for telcos is the management of their extensive legacy infrastructure. While moving to the cloud presents undeniable advantages – such as heightened performance, reduced maintenance expenses, and seamless integration with new applications – the path to cloud migration is fraught with complexity. Migration can extend the life of legacy systems and enhance their integration with modern cloud-based applications, but it also requires careful planning and significant resources.Conversely, completely decommissioning these systems may initially appear cost-effective, but this can quickly spiral into operational inefficiencies, stifling innovation and adaptability. As migration tools improve and associated costs decrease, telcos are increasingly poised to relocate more of their legacy frameworks to the cloud. This considered yet gradual migration not only ensures future-readiness but also paves the way for innovative, cloud-native solutions.5. “Which hyperscaler is right for my business?”Not all hyperscalers are alike, and telcos need to judiciously assess each provider’s offerings. The critical components of cost, capability, support, and alignment with telco-specific needs are paramount to this evaluation. Every hyperscaler, be it AWS, Google Cloud, or Azure, brings unique strengths and weaknesses to the table, so making the right choice will be a key success factor for telco cloud strategies. This is about more than just the lowest cost or the widest array of features; it is about aligning a hyperscaler’s strengths with a telco’s strategic objectives. Missteps here can result in diminished performance and inflated costs, complicating scalability. Moreover, the choice directly influences how a telco can differentiate itself, an imperative in a landscape where agility and innovation reign supreme. By leveraging multiple hyperscaler strengths, telcos can optimise costs and performance, mitigating vendor dependency risks. A multi-cloud approach also offers the dexterity to align specific workloads with the most fitting provider, thus ensuring robust performance, scalability, and security. As hyperscalers innovate with telco-centric solutions, closer partnerships between operators and cloud providers promise to supercharge service delivery and foster further innovation. A cautionary conclusion…There are many pivotal choices that will impact telcos’ competitive edge in a cloud-enabled era. Missteps or misunderstandings could come at a significant financial cost.By way of example, managing existing data centres is crucial. Many operators are burdened by sizeable legacy infrastructure costs, so assessing total cost of ownership (TCO) is vital to avoid spiralling expenses. Effective strategies involve deciding which centres to retain, repurpose, or shut down as workloads migrate. Consolidating or terminating excess facilities can reduce costs and modernise infrastructure, concentrating on fewer, more efficient data centres. However, cloud costs are often underestimated, too; migration can lead to unexpected expenses due to cloud complexity and inefficiencies. Telcos must implement strong financial and operational models to control costs and establish governance, ensuring cloud investments are sustainable. This approach enables a competitive, agile operational framework aligned with long-term objectives.All told, striking the right balance between legacy system strategy and cloud-native innovation is essential, ultimately delivering flexible, scalable solutions to improve service, manage costs, and enhance agility. Mastery here can position them as leaders for the 5G era and beyond. Five questions telco leaders must answer for a sustainable cloud strategy | AlixPartners]]></content>
    <published>2024-10-28T15:29:34Z</published>
    <updated>2026-10-01T02:53:41Z</updated>
    <link href="https://www.alixpartners.com/insights/102jmty/five-questions-telco-leaders-must-answer-for-a-sustainable-cloud-strategy/" rel="alternate" />
    <author>
      <name>Sachin Gupta</name>
    </author>
  </entry>
  <entry>
    <title>Complex Tech Program Leadership Series #5: Spot the early warning signs – Is your digital transformation program in trouble?</title>
    <summary>In this series, we have been exploring the ins and outs of managing technology transformations. We have highlighted the must-watch...</summary>
    <id>urn:uuid:a96285d6-b778-4736-a394-03b8903a9391</id>
    <content type="html"><![CDATA[Complex Tech Program Leadership Series #5: Spot the early warning signs – Is your digital transformation program in trouble? In this series, we have been exploring the ins and outs of managing technology transformations. We have highlighted the must-watch signals, and shared key insights on steering complex projects to success. Now, let’s dive into something that’s less glamorous, but still critical: the red flags that indicate a distressed program, and the steps to take to bring it back on track.Why do so many digital transformations fail?Digital transformations are notoriously challenging, and the numbers paint a sobering picture. According to Forbes, around 84% of digital transformation projects fall short on delivering meaningful business value, and nearly half fail entirely. Ambitious scopes, hefty investments, and complex tech stacks all contribute to these high failure rates – a trend unlikely to reverse as technology evolves.How do you spot a distressed program?Some signs are bold and glaring, while others may be hiding in plain sight. Here are a few key indicators:1. The dashboard is bleeding red: If performance metrics are in the red consistently, that’s an ominous sign. It’s time for swift corrective action.2. Green isn’t always good: A “greenwashed” dashboard – where reports seem overly optimistic – can be even more dangerous. Fear of reporting bad news can mask real issues until they are too big to ignore.3. You’ve seen these risks and issues before: When the same problems keep surfacing, despite supposed mitigation, it’s a sign that real decisions are not being made, or that the challenges are just too large to address. Persistent, unresolved risks are a clear sign of a troubled program.4. Status reports are vague: Big budgets don’t guarantee accurate reporting. If status updates are unclear, leadership will lack the insight needed to make informed decisions, delaying essential corrective action.5. People are exhausted: Distressed programs endanger the health of everyone involved, from executives to frontline team members. High attrition, frequent sick leaves, and signs of burnout all suggest that the program is taking a toll.6. Emotions are running high: Behind every milestone is a team of real people balancing work with life. As pressure mounts, strained work-life balance leads to highly emotional meetings and tense interactions – a clear sign that something is off.7. Controls are slipping: Overspending, “creative” project plans, and a finance team raising red flags all point to a program slipping out of control. When budget forecasts start to look like fiction, it is time to re-evaluate.8. People are losing trust: Poor engagement or toxic attitudes signal deep-rooted issues. When stakeholders disengage or show skepticism, it’s a warning of serious alignment problems. Treating digital initiatives solely as IT projects erodes engagement and increases the risk of failure.Rescuing a distressed digital programWith the right interventions, even a program that’s on the brink can be salvaged. The initial step toward recovery is to identify the warning signs detailed above. But then comes the critical question: Of all the things you could change, which should you tackle first? Too often, distressed programs fall into the trap of treating only the symptoms, overlooking the underlying root causes. True recovery requires a deeper analysis – digging beneath the surface to identify what’s truly holding the program back.For example, a resource shortage might be flagged as an issue, with a suggested fix to hire additional experts. However, after further probing, you might find the real problem – that operational SMEs are being directed to focus on other tasks due to a lack of confidence in the program.Here’s how to investigate further and turn things around:1. Hunt the root causes relentlessly: True problems are often buried beneath multiple layers. Take the time to probe deeply, question assumptions, and investigate thoroughly.2. Use a reliable program assessment framework: For complex programs, you only get one shot at recovery. Leverage a battle-tested assessment framework to methodically uncover the issues and leave no stone unturned.3. Be mindful of program fatigue: Recognize that the team is likely to be under stress. Use existing documentation wherever possible, target specific issues in meetings, and keep time demands on staff lean and purposeful.4. Know every stakeholder’s real position: From the board and executives through to partners and internal teams, understanding each person’s true stance is crucial. Misalignment can be a hidden source of trouble.5. Bring in experienced eyes: Recovery is a complex process, often best guided by experts who’ve “been there, done that”. Their experience can fast-track diagnosis and action.6. Define clear, achievable actions: Outline practical, prioritized corrective actions and assign each one to a specific owner. Collaborate with stakeholders to ensure alignment and commitment.7. Act fast and stay visible: Make sure actions are initiated immediately, and track progress closely. Take this accountability and visibility up to a senior level for swift completion.If you’re an investor, sponsor, or leader feeling the strain of a struggling program, do get in touch. Our team brings the expertise to support you when it truly matters. Discover how we revitalized a global ERP transformation for a high-tech energy firm – and look out for our next article on the value an assurance partner brings to complex program delivery.Read our other articles in this series: Complex Tech Program Leadership Series #5: Spot the early warning signs – Is your digital transformation program in trouble? | AlixPartners]]></content>
    <published>2024-10-28T13:18:13Z</published>
    <updated>2026-10-01T02:53:42Z</updated>
    <link href="https://www.alixpartners.com/insights/102jmgb/complex-tech-program-leadership-series-5spot-the-early-warning-signs-is-your/" rel="alternate" />
    <author>
      <name>Jochen Gottschalk</name>
    </author>
    <author>
      <name>Kate Boddington</name>
    </author>
    <author>
      <name>Tim Gray</name>
    </author>
    <author>
      <name>Christian Rapp</name>
    </author>
  </entry>
  <entry>
    <title>3 challenges for climate practitioners to enact meaningful change in the next year</title>
    <summary>I have a hot take to share as an ESG Director—but as our planet gets hotter and natural disasters keep devastating communities, I don’t...</summary>
    <id>urn:uuid:bcac850a-5150-4f40-874c-08ad7c5c99d5</id>
    <content type="html"><![CDATA[3 challenges for climate practitioners to enact meaningful change in the next year I have a hot take to share as an ESG Director—but as our planet gets hotter and natural disasters keep devastating communities, I don’t think I have a choice.Climate is my passion. Last month, I attended Climate Week 2024 in New York. While the programming was thoughtful, I had multiple conversations with fellow attendees about how we, as practitioners in the space, feel like we’re not making as much of an impact as we’d like to. Something has to change. Carbon offsets alone aren’t the answer to addressing climate change. But inaction while we come up with more impactful solutions isn’t either. Many of the VC investments in promising climate tech won’t deliver results, though that isn’t a reason to stop trying. Given what’s perceived as skepticism at worst and indifference at best to the issue of climate change, we as practitioners can’t be the ones to “agree” with our “opponents.” We can’t give climate change deniers an excuse by undermining our own efforts to solve genuine existential threats. But as passionate practitioners driven to create a healthy environment for all of us to thrive, we can’t afford to not be blunt. For all the ideas shared during Climate Week, how many were fresh? The week was filled with inspiring, hopeful talks around the future—but it ultimately felt like an echo chamber. We continue to hold the same conversations with the same people in cities like New York, San Francisco, and London. Everyone leaves feeling buoyant, yet we still see greenhouse gas levels climb at alarming rates, and two massive hurricanes—Helene and Milton—have served as almost immediate and urgent reminders that the impacts of climate change are already happening.As practitioners in the climate space, it’s our mission and duty to find solutions that will actually move the needle for tomorrow. Here’s my challenge to my peers over the next 12 months: Leave the echo chamber A few years ago, I worked on a project that involved reviewing state climate action plans—and some of the most aggressive, ambitious strategies came from the least expected places. We need to actively seek out opportunities to discuss these topics where you wouldn’t expect them to thrive. I recently came across a LinkedIn post from Philip-Michael Weiner, founding partner at Recapture, that deeply resonated. In discussing his move from San Francisco to Tulsa, Oklahoma, Weiner makes the point that he “went from chatting with VCs in WeWorks to sitting in boardrooms with oil and gas executives—companies with hundreds of millions of tons of emissions—and they told us, ‘You’re the first people to walk in here and talk about profit and climate change.’” Oklahoma is known for its oil and gas production, yet the energy grid in Tulsa is around 60% renewable. Forty-seven percent of the state’s total electricity production comes from renewable sources. Invite-only events in the world’s major cosmopolitan cities often exclude those in the industries that most need to evolve or those making meaningful progress in unlikely places from the conversation. It’s time we democratize the conversations and include communities and change makers beyond the obvious. Prioritize people and resilience in our rhetoric Empathy is a powerful tool. When people see themselves in another’s position, they’re more likely to care and do what they can to make a difference. This is especially true in the aftermath of climate disasters, when visible human impacts lead to rapid change: Hurricane Maria prompted much-needed grid modernization for Puerto Rico. Pacific Gas and Electric, in response to California wildfires, developed a wildfire mitigation plan with added investment in renewable energy projects. Hurricane Harvey prompted Walmart to launch Project Gigaton, an initiative to cut one billion metric tons of emissions from its supply chain by 2030. The company reached its goal six years early. Prioritizing human stories and the power of resilience in our framing and design of climate initiatives expedites meaningful progress and helps the urgency of our work shine through. Otherwise, executives and politicians may gloss over another call to “save the planet”—even if that’s exactly how dire the situation is. Be more pragmatic in our efforts As much as I’d love for every person to be as passionate about climate change as I am, I accept the fact that won’t be the case. Some have too many competing priorities, but we can still do our best to meet people where they’re at. By finding a link between our ESG efforts and their priorities—that one side of an issue where they can’t look away—we can start bridging the gaps. Progress, no matter how small, is better than stagnation. Language is also important in how we position our efforts and broaden people’s thinking. AlixPartners’ CEO, Simon Freakley, recently touched on this concept with his thoughts on ESG as a term. As he writes, “a more pragmatic and less politically-charged approach to responsible and sustainable business practices is one I believe most business executives—and a majority of their stakeholders—will support.” The road ahead My aspiration is that every time I work with a client, we’re designing and implementing programs that bring about clear, tangible progress with respect to climate; that the results will inspire a call from an unlikely client partner; and through thoughtful discussions and strategizing, we develop meaningful solutions. Less talking, more action. Though when we do talk about these initiatives—can we at least choose different cities? Maybe I’ll see you at Climate Week Tulsa 2025. 3 challenges for climate practitioners to enact meaningful change in the next year | AlixPartners]]></content>
    <published>2024-10-23T17:59:55Z</published>
    <updated>2026-10-01T02:53:46Z</updated>
    <link href="https://www.alixpartners.com/insights/102jmik/3-challenges-for-climate-practitioners-to-enact-meaningful-change-in-the-next-yea/" rel="alternate" />
    <author>
      <name>Deborah Praga</name>
    </author>
  </entry>
  <entry>
    <title>Mastering the price tag: How beauty brands can win with smarter pricing strategies</title>
    <summary>Beauty is booming. The global beauty and personal care market is set to reach $756 billion by 2029, growing at a 3.1% CAGR, according to...</summary>
    <id>urn:uuid:d6321d30-4e6a-4ac3-85aa-6180fb263da3</id>
    <content type="html"><![CDATA[Mastering the price tag: How beauty brands can win with smarter pricing strategies Beauty is booming. The global beauty and personal care market is set to reach $756 billion by 2029, growing at a 3.1% CAGR, according to Statista Market Insights. With so much at stake, brands are competing fiercely, pushing the boundaries with innovative formulations, inclusive ranges, and sustainability pledges. Yet, despite this boom, Beauty brands face a range of headwinds: intense competition, rising costs, shrinking margins, and rapidly changing consumer preferences.Rather than relying solely on cost-cutting—which can alienate today’s discerning consumers who are quick to recognize compromises in formulation, packaging, or supply chain integrity—the key to long-term success lies in smarter, strategic pricing. By leveraging various options, brands can protect their market share and profit margins while delivering value to consumers and trade partners.Pricing in the beauty sector reflects much more than just cost; it signals quality, efficacy, and brand positioning, which makes it an intricate challenge for beauty executives. From our discussions with industry leaders, Beauty brands report some specific pricing and proposition challenges:“Managing omnichannel and retail partner pricing is overwhelming.”Maintaining consistent pricing across owned retail, third-party e-commerce, and wholesale partners is challenging. Each channel faces unique pressures, from promotions to differing consumer expectations, with e-commerce increasingly pushing brands into discounting wars.“D2C is not as profitable as we hoped.”Despite the appeal of direct-to-consumer (D2C) channels, most legacy beauty brands struggle to scale them profitably. Rising customer acquisition costs (CAC) through digital demand creation eat deeply into margins, leading many to step back from D2C, especially when compared to more stable wholesale channels.“We’re stuck between budget and luxury—where do we fit?”The market has polarized between low-cost private labels and high-end luxury brands. However, mid-tier “masstige” brands (e.g., LaRoche Posay, Rituals, Kiko Milano) are filling the gap, offering a balance of affordability and luxury. Legacy brands find it challenging to compete in this squeezed middle segment while still justifying premium pricing.“Promotions drive sales but are damaging in the long run.”While promotions offer short-term sales boosts, they can backfire. Overuse leads to a Pavlovian effect, conditioning consumers to expect discounts, resetting their willingness to pay and devaluing brand equity in the long run. Once consumers adjust to lower price expectations, it becomes incredibly difficult, if not impossible, to recover full-price perception.To address these multifaceted pricing challenges, our Beauty and pricing team have expertise and experience to help drive 4 key strategies:1. Tailored, granular and dynamic pricing through deployment of AI and advanced analytics In today’s data-rich environment, AI-driven pricing gives beauty brands a competitive edge by analyzing granular historical data, consumer behavior, and market trends to set optimal prices in real time. Whether responding to seasonal trends or competitive pressures, AI helps prevent under-pricing and over-discounting. This includes:Predictive price, volume and profit modelling: AI-powered tools continuously model pricing elasticity based on the real-time, granular, retailer-level transactional data, informing tailored (product/customer/store format/location) and dynamic pricing recommendations, in turn delivering short and long-term profitability objectives.Strategic and dynamic promotional planning, execution and monitoring: By using promotional-effectiveness modeling tools, brands can build holistic promotional plans by customer delivering incremental profits for retailers, manufacturers whilst supporting long-term brand positioning and equity.Price compliance: Machine-learning models can spot pricing inconsistencies across channels, customer segments, and geographies to flag areas where revenue is being lost due to customer and consumer price gaps. Utilizing advanced visualization tools, such as opportunity heatmaps, allows brands to quickly identify underpriced SKUs in relation to market demand.2. Integrate price pack architecture with brand strategyFor large multi-brand players managing multiple product lines, the challenge goes beyond pricing to building a cohesive brand portfolio that serves distinct consumer segments. Price Pack Architecture (PPA) becomes a crucial tool for aligning brand offerings, helping brands configure the right price points, pack sizes, and promotions in the following ways:Aligning brand and price tiers and informing product innovation:Brands must align their product portfolio with specific channels, customer segments, and price bands to reflect their positioning—whether luxury, mass-market, or masstige. The PPA facilitates this alignment by enabling brands to evaluate product value, adjust pack sizes, and introduce innovative offerings like bundles and discovery kits, capturing a range of price points that meet customer expectations. By leveraging PPA, brands can also explore packaging sizes, seasonal offerings, and formula variations, driving brand engagement through increased product offerings while mitigating associated risks.Optimizing SKU management for profitability and channel effectivenessBeauty brands must regularly evaluate their product portfolios using the PPA framework to identify which SKUs to retain, innovate, or discontinue. This assessment should be grounded in consumer metrics, profit margins, and end-to-end profitability at the product-customer level.3. Utilise consumer insights to optimize customer lifetime valueBeauty brands can leverage CLV insights to optimise trade spend, avoiding blanket promotions and low-value initiatives. These insights balance marketing efforts, focusing on brand-building for core customers while using targeted promotions to enhance engagement. For example, a premium brand may invest in high-end shelf placements and product sampling to appeal to consumers seeking immersive experiences, while mass-market players could prioritize e-commerce promotions, digital incentives and bundle offers.4. Back the right retail partners and help them win bigEffective revenue growth management (RGM) hinges on an in-depth understanding of shopper and retail dynamics, so as to identify current strategic partners and future winners. Beauty brands must carefully assess which trade partners align with their long-term strategies and adjust their offerings and investments accordingly. This requires a thorough review of their channel and customer strategies, including assortment, pricing, and trade investment allocation. Brands should establish transparent account prioritization frameworks based on strategic intent and market positioning. Specifically, beauty brands should:Create retailer specific profit pool models to establish tailored net invoice prices that ensure acceptable retail margins while supporting recommended consumer prices.Understand each retailers strategic objectives and KPIsCollaborate closely with selected retailers to understand category growth drivers and shopper buying patterns.Leverage gained insights into co-creating value-creation commercial plans through tailored assortment as well as pricing and promotion strategies.Collectively review commercial plan execution and performance to course-correctBeauty brands can swiftly initiate these efforts by critically evaluating their internal pricing strategies and capabilities to address identified gaps, laying the groundwork for a robust pricing strategy that enhances value for customers and retailers while strengthening long-term profitability. In this fast paced and competitive market, it is imperative for beauty brands to cut through the noise; the winners will be those that align compelling brand narratives with strategic pricing.From our work with a range of Beauty, personal care and wellness clients we see a number of symptoms that indicate performance improvement potentialGet in touch with our experienced team to discuss. Mastering the price tag: How beauty brands can win with smarter pricing strategies | AlixPartners]]></content>
    <published>2024-10-23T13:32:45Z</published>
    <updated>2026-10-01T02:53:47Z</updated>
    <link href="https://www.alixpartners.com/insights/102jmgw/mastering-the-price-tag-how-beauty-brands-can-win-with-smarter-pricing-strategie/" rel="alternate" />
    <author>
      <name>Folasade Owoeye</name>
    </author>
    <author>
      <name>Esther Liesenberg</name>
    </author>
    <author>
      <name>Thomas Kohler</name>
    </author>
    <author>
      <name>Lindy Firstenberg</name>
    </author>
    <author>
      <name>Anna Del Mar</name>
    </author>
    <author>
      <name>Catherine Nekavand</name>
    </author>
    <author>
      <name>Abby Sattler</name>
    </author>
  </entry>
  <entry>
    <title>Get your distribution center out of the ditch</title>
    <summary>A struggling distribution center (DC) can significantly impact the overall supply chain, leading to increased costs, customer...</summary>
    <id>urn:uuid:7087c59b-bf6b-4918-9bf8-ee642b59ddb2</id>
    <content type="html"><![CDATA[Get your distribution center out of the ditch A struggling distribution center (DC) can significantly impact the overall supply chain, leading to increased costs, customer dissatisfaction, and disastrous delays. What steps should you follow to quickly get an underperforming DC out of the ditch and back on track for future success?Diagnose the problems The first step in stabilizing a struggling DC is to conduct a thorough assessment of the current processes to identify potential pain points. Utilize key performance indicators (KPIs) to guide your initial assessment; lines per hour (LPH) or labor productivity is a cornerstone KPI that should be investigated first. In addition to LPH, focus on areas such as inbound (trailer backlog, put away), outbound (open order backlog, DC processing, and replenishments), inventory (exceptions, bin accuracy), and service level performance to determine the primary areas of concern. Evaluate the operation to identify bottlenecks and inefficiencies.Next, identify significant deviations from goals and targets. Focus on critical areas that significantly impact overall performance, such as the inbound and outbound backlog. While some issues can be resolved quickly and yield substantial improvements, others, such as enhancing inventory accuracy and pick density, may require more time and additional resources.FirefightingOnce the problems have been identified, the next step is to prioritize critical areas and start implementing immediate improvements that move the needle. Ask yourself and your team what is the biggest roadblock in your operation. Is your pick exception rate too high? Are you sitting on a large backlog of inbound trailers and prioritizing which ones to offload first? Are you continuously failing to complete all picks during the day? Identify and rectify inventory inaccuracies and out-of-stocks by conducting audits and implementing temporary measures to ensure stock availability. You’ll then need to setup a mechanism to track the metrics you’re focusing on. Pay attention to the results and put more focus on the initiatives that produce the greatest return. Focusing on immediate actions and prioritizing them best on results can help stabilize the DC and create a foundation for long-term improvements.Stabilizing the DCTo achieve long-term stabilization, streamline processes by simplifying and standardizing procedures. Create standard operating procedures (SOPs) for key processes to reduce complexity and improve efficiency. Implement technology to automate repetitive tasks and reduce manual errors. This could include using automated picking systems or WMS enhancements/upgrades.Enhance communication, training, and coordination among teams to ensure that everyone is aligned and working towards common goals improving productivity. Provide targeted training to ensure that employees are equipped with the necessary skills and knowledge to perform their tasks efficiently. Offer ongoing support and resources to help employees adapt to new processes and technologies.Sustaining improvementsContinuous monitoring and adjustment are essential for sustaining improvements in a stabilized DC. Regularly review KPIs and adjust strategies as needed to ensure that the DC continues to operate efficiently. Encourage a culture of continuous improvement by involving employees in identifying and implementing process improvements.Invest in technology to further enhance efficiency and accuracy. Upgrade the warehouse management system (WMS) and other tools to keep up with changing demands and technological advancements. Use data analytics to drive decision-making and identify areas for further improvement.Engage employees by fostering a positive work environment and recognizing high performance. Ensure they are well trained and encourage open communication and collaboration among teams to create a supportive and motivated workforce. Recognize and reward employees for their contributions to the success of the DC.Stabilizing a struggling DC requires a combination of immediate actions and long-term strategies. By diagnosing problems, implementing immediate improvements, and focusing on continuous improvement, you can create a stable and efficient distribution center that supports the overall success of the supply chain. Get your distribution center out of the ditch | AlixPartners]]></content>
    <published>2024-10-23T13:00:11Z</published>
    <updated>2026-10-01T02:53:50Z</updated>
    <link href="https://www.alixpartners.com/insights/102jmbd/get-your-distribution-center-out-of-the-ditch/" rel="alternate" />
    <author>
      <name>Amol Shah</name>
    </author>
    <author>
      <name>Andrew Talerico</name>
    </author>
    <author>
      <name>Theresa Tran</name>
    </author>
  </entry>
  <entry>
    <title>What is required to successfully complete value creation programs in a SaaS environment: An experience-based perspective</title>
    <summary>This is the third article of our three-part series "GROWTH AND PROFITABILITY IN TECH: A Playbook for PE Investors Across the Deal...</summary>
    <id>urn:uuid:84375efd-e8c0-422b-9fd4-68b338bdb9ff</id>
    <content type="html"><![CDATA[What is required to successfully complete value creation programs in a SaaS environment: An experience-based perspective This is the third article of our three-part series GROWTH AND PROFITABILITY IN TECH: A Playbook for PE Investors Across the Deal Lifecycle. You can read the first two articles of the series here.You have closed on the acquisition of a software-as-a-service (SaaS) business. Now what? The first 100 days are crucial in setting the stage for value creation. For SaaS companies backed by private equity (PE), successful value creation requires a blend of clear vision, a well-defined value creation plan, and focused execution. Because time to value is critical for maximizing returns, both the PE team and portfolio company (portco) leaderships have to quickly establish specific initiatives that have clear owners and set forth measurable goals to ensure effective execution. Clear Vision In our work with PE-backed SaaS companies, we often see a common scenario in which company leadership sells the company based on a vision for the future that involves investing in new products and entering new markets to grow the top line. Meanwhile, the PE team expects quick wins will standardize offerings, improve organizational efficiency, and optimize the cost base. At the surface, those two sets of priorities appear to contradict each other—specifically, for SaaS companies whose top-line growth is a key component for enterprise value. However, the priorities don’t have to conflict. In fact, in successful acquisitions, they complement each other. It all starts during the first 100 days. The first 100 days of investment in a SaaS business should be used for reconciling the differences and should serve to drive a clear vision that the PE team and portco management share. By clearly aligning on the why behind the value creation program—along with specific incentives for portco leadership—PE investors ensure a clear path to success. Establishing the right foundational initiatives to optimize the company’s cost structure will unlock much-needed capital for the next growth phases, such as building new products, entering new markets, improving customer retention, and accelerating innovation. Alignment will also establish the right governance and performance management frameworks to achieve the SaaS business’s long-term success. Well-Defined Value Creation Plan Whether an investment thesis focuses on increasing customer lifetime value or monetizing a disruptive technology or expanding to new markets, the value creation plan must clearly define a specific set of initiatives sometime during the first 100 days in order to accomplish the goal or goals. The task involves separating broad objectives into actionable initiatives that align with both the company’s current capabilities and the dynamic SaaS industry environment. The considerations include objectives that are: Specific and relevant: Do we clearly understand the steps required to achieve value? We might have to potentially reassess the strategic plan, reevaluate current products and offerings, or change the current course of innovation. Companies typically lose focus as they scale or move into adjacencies, but specific and relevant initiatives bring maturity and focus into such situations. Measurable and achievable: Are defined key performance indicators in place that will show progress, such as a reduction in customer acquisition costs, an increase in customer lifetime value, a reduced churn rate, a higher average revenue per user, win rates, new versus existing logos, or net dollar retention? Be sure to balance financial metrics so as to leave room for innovation potential. Time bound: Is a clear timeline in place for impact? Initiatives could include an array of timelines to improve financial and operational performance ranging from immediate to long-term (e.g., enterprise-resource-planning implementation and an offshore talent hub). For long-term initiatives, the establishment of meaningful interim milestones that drive value are key to avoid potential value leakage. Focused Execution The success of a SaaS value creation program lies not only in a clear vision and well-defined goals but also in effective execution. Our experience has shown that five major factors influence successful execution: speed, agility, stakeholder alignment, consistent messaging, and investment in high-agency talent. Speed: PE investors usually work within specific time frames, typically aiming to create value and exit their investment within three to seven years. Even in slightly higher hold periods, quicker time to value can present the opportunity for compounded growth. When PE firm Thoma Bravo acquired data analytics platform Qlik, within two years the firm revamped the product’s go-to-market strategy, introduced new pricing models, and improved customer retention. Agility: SaaS businesses face constant changes whether in customer behavior or technological advancements, potentially rendering planned initiatives less impactful or even obsolete. Value creation programs must be flexible and allow for rapid recalibration. An array of strategic efforts and initiatives facilitates quick reprioritization for responding to rapidly evolving markets or technological dynamics. After PE firm Insight Partners’ acquisition of cloud data management company Veeam Software, company leadership quickly adapted its strategy in response to emerging trends in cloud computing and SaaS. By reallocating resources to capitalize on cloud integration, the company accelerated product development and increased market share. Stakeholder alignment: Successful transformations require buy-in across the company—from leadership to operational teams. SaaS companies must ensure that all stakeholders, including employees and investors, align with the transformation goals. Engaging teams early and often helps create a shared sense of ownership and commitment to the value creation initiatives. After PE firm Silver Lake’s investment in software company SolarWinds, alignment across the company was essential. Leadership focused on ensuring buy-in from all levels, regularly communicating strategic goals and involving key teams in decision-making processes. The process resulted in operational improvements that helped SolarWinds grow through both organic efforts and acquisitions. Consistent messaging: Clear and transparent communication is essential to SaaS because employees have to understand the rationale behind decisions such as cost-cutting measures or strategic shifts. When a company transitions to a new strategy—such as focusing on enterprise customers over small and midsize businesses—an important part of the strategy is open communication of the reasons behind the change, so as to reduce uncertainty and foster trust within the organization. One of the often-overlooked stakeholders with regard to open communication are the customers, who must be put at the center of the plan. Portco leadership must activate account management teams, customer service teams, and support teams if it is to launch a consistent campaign for changes that could affect customers, such as, say, changes in pricing or changes in features. Investment in high-agency talent: At SaaS companies, wherein innovation and growth are critical, acquiring and retaining the right talent are major elements of success. High-agency leaders—meaning, those with the initiative, flexibility, and drive to push change—are essential for navigating any transformation. And although executive turnover during a transformation is inevitable, it should be consensual to the extent possible. Additionally, for SaaS companies, technical talent at the operational level is critical in inspiring innovation. Hence, offering such key individuals certain incentives, continuous development opportunities, and clear paths for growth can significantly contribute to the program’s success. For a SaaS company, successful value creation hinges on a strategic balance of well-defined goals and focused execution. Speed, agility, stakeholder alignment, clear and consistent messaging, and investment in high-agency talent are crucial components in smooth navigation of the complexities of value creation. By attending to those factors, SaaS companies can achieve sustainable growth, maximize returns for PE investors, and remain competitive in a rapidly changing market. What is required to successfully complete value creation programs in a SaaS environment: An experience-based perspective | AlixPartners]]></content>
    <published>2024-10-22T14:58:57Z</published>
    <updated>2026-10-01T02:55:41Z</updated>
    <link href="https://www.alixpartners.com/insights/102jme5/what-is-required-to-successfully-complete-value-creation-programs-in-a-saas-envir/" rel="alternate" />
    <author>
      <name>Giuseppe Gasparro</name>
    </author>
    <author>
      <name>Burak Kiral</name>
    </author>
    <author>
      <name>Christian Luetkhoff</name>
    </author>
    <author>
      <name>Aditi Mahajan</name>
    </author>
    <author>
      <name>Satchi Mishra</name>
    </author>
  </entry>
  <entry>
    <title>Lessons learned in maximising the valuation of portfolio companies on exit</title>
    <summary>Private Equity (PE) firms looking to return liquidity back to investors have been challenged by low transaction values and volumes in...</summary>
    <id>urn:uuid:2b2f0946-a7e9-4680-afbe-dc0ed7200f70</id>
    <content type="html"><![CDATA[Lessons learned in maximising the valuation of portfolio companies on exit Private Equity (PE) firms looking to return liquidity back to investors have been challenged by low transaction values and volumes in recent years. The knock-on effects include historically high holding periods for portfolio companies, stretching beyond six years in many cases, versus the more typical four-to-five-year cycles1. In turn, these challenges have placed more emphasis on active management and operational performance improvements in portfolio companies, as explored in another recent article. Furthermore, PE funds are increasingly stretched in actively managing portfolios of companies that have grown substantially in the past decade. As deal volumes pick up, it will be paramount for PE firms looking to exit their portfolio companies to prepare their assets for sale effectively, and successfully position the value-driving impact of their improvement programmes to potential buyers. So, what can be done to help maximise a portfolio company’s valuation? Our experience on buy- and sell-sides has provided many valuable insights. In particular, a deep understanding of buyer dynamics and the mindset of investment committees. Done in the right way, this is not about marginal gains by adding ‘gloss’. In our experience, getting the transformation story and exit process right can have a significant impact on buyer valuations.Here are five key lessons learned that can help build a powerful transformational narrative and help build credibility to maximise the valuation. 1. Root any transformation story in factThe future must be built on a bulletproof fact base and showing is, therefore, better than telling. For example, completing transformation pilots will help prove projections are not built on pillars of sand, but solid foundations that evidence future benefit assertions.2. Prove transformation muscle memoryPotential investors will struggle to believe future transformation projections if they think that a business will be executing from a standing start. It is therefore crucial to articulate the back story, highlighting transformation milestones to date and the structural shifts that have been put in place. For example, evidencing an effective Transformation Management Office (TMO) and showing the strength of active sponsorship in transformation from the executive team. These provide tangible markers for maturity in transformation that builds confidence in investors.3. Alignment of the management teamAn aligned management team is non-negotiable. The alignment of what is said and what is written is a key part of buyer due diligence, so it’s important to follow a single version of the truth for the future transformation story. This inevitably needs careful planning and choreography. Aligning the right skills in the organisation to explain and bring the transformation efforts to life can add tremendous confidence. Providing evidence of that alignment can also play a key role in corroborating – for example, showing approved budgets that are aligned to the transformation benefits.4. Show me the moneyDemonstrating strong transformational attributes within an organisation tells only half the historical story. The narrative must be backed up by financial results that can be linked directly to the bottom- or top-line impact. We’ve seen many ambitious transformation plans, but some have failed to show the correlating impact to the previous financial statements. Ultimately, the qualitative narrative must align to the quantitative results.5. Minimise risk for the buyerNothing can scare a buyer quite like the prospect of long-term and potentially high-risk transformation, such as an ERP implementation. It’s important to be very clear on the business case, and challenge where the cost and degree of risk outweighs the potential benefit. Is each planned transformation effort truly required to deliver the business case, or are there projects that present additional risk and complication with limited upside from the buyer’s perspective? Remove what is not necessary.The pressure to realise value from investment exits after lengthy hold periods is building. However, by taking lessons learned from the buyer’s side of the table, the prospects of achieving the true value of transformation in a sale becomes a surmountable task, despite a persistently challenging environment for Private Equity.Source: 1. S&amp;P Lessons learned in maximising the valuation of portfolio companies on exit | AlixPartners]]></content>
    <published>2024-10-22T07:54:40Z</published>
    <updated>2026-10-01T02:55:45Z</updated>
    <link href="https://www.alixpartners.com/insights/102jm8t/lessons-learned-in-maximising-the-valuation-of-portfolio-companies-on-exit/" rel="alternate" />
    <author>
      <name>John Francis</name>
    </author>
    <author>
      <name>Mo Habbas</name>
    </author>
    <author>
      <name>Spencer Giles</name>
    </author>
  </entry>
  <entry>
    <title>Mining in transition: 6 takeaways from the 2024 Financial Times Mining Summit</title>
    <summary>We recently attended the 2024 Financial Times Mining Summit in London, joining the sector’s leading voices exploring the latest trends,...</summary>
    <id>urn:uuid:6e6544eb-f81b-4668-82f5-4f91dfe4a3bb</id>
    <content type="html"><![CDATA[Mining in transition: 6 takeaways from the 2024 Financial Times Mining Summit We recently attended the 2024 Financial Times Mining Summit in London, joining the sector’s leading voices exploring the latest trends, innovations, and challenges. The energy transition promises to be costly. Insufficient capital flows in the mining sector, however, could affect the pace and efficacy of bringing needed mines online and deploying new technology. This reality, coupled with today’s market volatility and geopolitical instability, were widely discussed at the summit. Here are six takeaways our team observed: 1. Copper serves as a cornerstoneEven as everyone suffers from super-cycle fatigue copper prices continue to successfully achieve “higher lows” as capital remains readily available. However, with everyone wanting in, valuations for the best assets are rising to challenging levels. 2. Investment remains inadequateLeaders commented that attracting investment to the wider sector, meanwhile, remains a challenge despite a strong commodities outlook for critical minerals. Sovereign wealth funds have made substantial investments, but -- in many cases – are limiting transactions to minority positions in Tier 1 assets or brownfield expansions. 3. Miners must improve executionTo better attract investment and remain competitive, industry leaders contend companies must improve project delivery, including meeting timelines and managing costs. Poor execution across lithium is a concern, as is the hard work required to ramp-up the world’s best (mega) projects. AlixPartners estimates miners typically run more than 50% over capital budgets on mega projects. 4. Permit timelines remain too long Permit challenges dominate the conversation. The industry typically endures 15-20 year timelines from discovery to production. Based on the acquisition premium being paid in copper vs. development -- we see significant assumed risk being associated with permitting and commissioning projects. To effectively manage the permitting process, some companies and jurisdictions are ensuring the latest technologies can be included at operational startup, rather than often outdated technology from when the permit was obtained. 5. Expect M&amp;A activity to pick-up Industry leaders discussed the need to examine internal capabilities to successfully execute M&amp;A, and focus on partners who bring capabilities, not just capital, to the relationship. Participants spoke of how commodity volatility and capital shortages have prompted companies to seek strategic partnerships and consolidation opportunities. 6. Mining must improve its public perceptionMining faces a public perception challenge. Many still view the sector as environmentally damaging, despite its essential role in providing the raw materials needed for green technologies like electric vehicles and renewable energy infrastructure. Attendees agreed that to secure its place in the future economy, the industry must revamp its image, showcasing its strides in sustainability and its critical contribution to global progress. Download our 6 key takeaways here: Mining in transition: 6 takeaways from the 2024 Financial Times Mining Summit | AlixPartners]]></content>
    <published>2024-10-21T15:17:01Z</published>
    <updated>2026-10-01T02:55:46Z</updated>
    <link href="https://www.alixpartners.com/insights/102jm9y/mining-in-transition-6-takeaways-from-the-2024-financial-times-mining-summit/" rel="alternate" />
    <author>
      <name>Hassan Morsy</name>
    </author>
    <author>
      <name>Isabel Santos Kunsman</name>
    </author>
    <author>
      <name>Erik Cunha</name>
    </author>
    <author>
      <name>Anosh Waheed</name>
    </author>
  </entry>
  <entry>
    <title>The time is now: Why insurers must embrace underwriting workbenches</title>
    <summary>The commercial insurance sector has seen significant hardening in recent years. Skyrocketing premiums and shrinking capacity pools are...</summary>
    <id>urn:uuid:c6b92ea0-48ad-4973-921a-2e1b5cff1d8c</id>
    <content type="html"><![CDATA[The time is now: Why insurers must embrace underwriting workbenches The commercial insurance sector has seen significant hardening in recent years. Skyrocketing premiums and shrinking capacity pools are indicative of a market in flux. At the same time, rapidly growing exposures – be it in natcat or (US) casualty lines – are causing widespread concern. The jury is out on whether the market has yet found a new equilibrium, and if plateauing prices are actually a shift towards a soft market phase, which all too often has caught insurers off guard. Add the rise of new threats, notably macro-level cyber-attacks, which can cause multi-billion-dollar damages, especially where wordings have not been crafted carefully.The tension is heightened by a slow adoption of underwriting workbenches – both technically and by their full potential – resulting in material opportunities missed. Too many commercial insurers still struggle with an incomplete understanding of risks, leading them to select risk and set rates inaccurately, underestimating emerging exposures and overvaluing the pricing quality of their portfolios. The urgency is clear. Insurers need to aggregate data efficiently and effectively, and gain insights into even the most elusive risks, if they are to embrace the challenges of a rapidly expanding risk landscape, both to their own and their customer’s benefit. This is not just about adapting to market changes. It is about addressing the consequences of falling behind in technology adoption too.Embracing underwriting workbenches: A leap toward digital transformationMost insurers have recognized the need to modernize their underwriting processes yet, as is often the case, execution is trailing insight. For commercial insurers, the stakes are high, and the time for action is now. Underwriting workbenches, with their adaptability and comprehensiveness, offer a critical solution for insurers to master market dynamics. Underwriting workbenches are not a passing fad; they are essential for making future underwriting effective. They provide a centralized platform where insurers can access a full array of tools, data, and information crucial to the underwriting process. And as the market prepares for the transition to a softer market phase while embracing a rapidly changing risk landscape, they become indispensable for informed decision-making and precise risk assessment.Implementation: Navigating complexity for optimal outcomesWhile the need for underwriting workbenches is increasingly recognized, the path to effective implementation and use is by no means straightforward. The vendor landscape for these solutions is very intricate and fragmented, offering various tools that cater to different facets of underwriting. From commercial off-the-shelf packages to AI and analytics-based solutions, insurers must navigate the market offer and focus on the capability they need, while also considering the transformation journey and likelihood of success. This selection process extends beyond basic business requirements. It needs a comprehensive approach, one that aligns the chosen solution with the insurers strategic objectives. And it requires changing the underwriter’s mindset on the fly – rebalancing deep case assessment with wider insights in portfolio dynamics and emerging loss trends.Gaining clarity is critical. Insurers should also challenge themselves. They should think carefully about their internal business and tech teams’ ability to deliver change and embrace new technology (such as embedding AI development into their underwriting capability). And – on the underwriting side – they need to be clear on their future approach to portfolio management as well as their overall operating model that such a transformation will deliver. Choosing the right solution will determine the future success of an insurers underwriting capabilities and, ultimately, their commercial success.Getting it right: Key factors to considerTo harness the full potential of underwriting workbenches, all insurers must consider the impact of the change in capability across technology and business:Advanced analytics: Building statistical models based on clean data is a tough ask for many insurers. However, predictive modeling and advanced analytics are crucial for precise risk assessment and rate setting. Leading Insurtech companies are leveraging AI to offer personalized insurance policies in seconds, demonstrating the power of advanced analytics, and offering a promising way forward for established players.Skill development: Addressing the scarcity of skilled underwriters must be a priority. This can be done through training and upskilling initiatives. A balance needs to be found: the underwriting department must be able to use state-of-the-art technology and effectively leverage wider and richer portfolio insights as a foundation of decision-making, without replacing the human judgement so critical to the underwriting process. Beware of the trap that compelling statistics grounded in flawed data present. Successful market leaders take a holistic approach and always consider underwriters’ skill development when embracing new technologies and analytical tools, highlighting the importance of a comprehensive digital and analytical enablement of its workforce.Reliable statistical models: Quality statistical models are vital for reliable underwriting decisions, especially for commercial insurers grappling with incomplete risk understanding. Underwriting workbenches allow them to move away from a pure case perspective of risks, towards robust and holistic risk portfolio management. Successful examples use such advanced portfolio-focused modeling, e.g. for enhanced predictions of natural disaster risks, showcasing the importance of strong statistical models.IT infrastructure: Seamless integration of the underwriting workbench with the existing IT infrastructure is essential. The market leaders have already adopted cloud-based solutions to streamline their processes. Leading technology companies offer specific insurance suites to cater for the changing demands in the market. In addition, successful insurers have leveraged a best-in-class approach and established their workbenches as an integration layer, being independent from legacy technology, while enabling the provision of information in real-time. Selecting the appropriate solution is key to establishing a solid fundament of digital transformation.Cultural shift: Moving away from traditional, manual underwriting practices to embrace digital transformation is crucial. This requires a cultural shift – ably demonstrated by some large insurance companies that have already embraced initiatives to digitize their entire offering and corresponding underwriting processes. That said, the right implementation is key.The urgency to actThe urgency cannot be overstated. Commercial insurers must invest in underwriting workbenches to adapt to the evolving risk landscape and successfully navigate the rapidly evolving market environment. Failure to do so will mean they risk being unprepared for the impending soft market phase. Success is a story of transformation, efficiency, and adaptability. Those who act now will secure their future in the evolving insurance realm.If you would like to talk to us about selecting, implementing, and using underwriting workbenches for commercial insurance efficiently, effectively, and at scale, please get in touch. We have the expertise to guide you on this critical journey. The time is now: Why insurers must embrace underwriting workbenches | AlixPartners]]></content>
    <published>2024-10-18T08:03:19Z</published>
    <updated>2026-10-01T02:55:48Z</updated>
    <link href="https://www.alixpartners.com/insights/102jm14/the-time-is-now-why-insurers-must-embrace-underwriting-workbenches/" rel="alternate" />
    <author>
      <name>Christoph Lueer</name>
    </author>
    <author>
      <name>Thomas Morineaux</name>
    </author>
  </entry>
  <entry>
    <title>Price elasticity: Are retailers being savvy with the stretch?</title>
    <summary>The apparent simplicity of a single product price for potential customers to consider belies the science behind the digits on display. ...</summary>
    <id>urn:uuid:a3ebfa73-4f19-460f-be72-1ec102a8aea8</id>
    <content type="html"><![CDATA[Price elasticity: Are retailers being savvy with the stretch? The apparent simplicity of a single product price for potential customers to consider belies the science behind the digits on display. Consumer and business budgets have been severely tested in relation to recent inflation and interest rates rises – and supply chain challenges – bringing the construct of price elasticity into sharper focus. So, when these macro, social, and industrial economic components collide, have organisations really understood how much stretch they have in what they are selling? Pricing in retail businesses can be difficult. Usually, it entails setting price points for hundreds or thousands of products across many sites and different channels. Growing investment in Data Science capabilities has given greater hope to senior managers that they can master price elasticity to unlock the benefits of better pricing as a key driver of profitability. However, we have seen that the reality on the ground often falls short of expectations. A major TV shopping channel has invested millions of dollars to recruit a team of skilled data scientists, equip them with the necessary tools and apply advanced machine learning algorithms to find the optimal prices for flagship products: however, only 20% of recommended prices are implemented. Elsewhere, at a large casual dining chain, prices proposed by analytical algorithms still go through a very manual validation process and management have remained limited in their insights regarding the price elasticity of the business.In part, this gap between expectations and results is because the effective application of data science capabilities is not a ‘quick win’; it requires time to learn and scale, from data integration to engineering, from analysis to testing – and this is largely a structural lag that can be managed but not eliminated. The gap is also the consequence of choices around what insights to prioritise, how to generate them, and which use cases to assign to data science teams. Many businesses seem focused mainly on hard measurements, rather than adopting a balanced and holistic approach that blends quantitative analytics with qualitative insights to paint a comprehensive picture of customer behaviour. However, these choices can be redefined and reframed based on first principles to achieve better results more quickly, with three key concepts to consider.1. Price elasticity is best leveraged with broader customer insightsPrice is an important component of the overall customer proposition and one that many retail businesses are so focused on that they may over-estimate its importance. For instance, branch staff of a major distributor of building products believed price was the most importance factor driving their customers’ choice of where to shop. In truth, contractors and small builders viewed the ability to find everything in one place and in stock as more important than the cost to them. Understanding the role that price plays in the overall offer and how customers trade off price with other attributes is critical to effective pricing strategy and optimisation. The ultimate objective should be to grow customer lifetime value, rather than the profitability of an individual product category. This means knowing how far pricing can be leveraged and the point at which it will become ineffective because other offer levers will assume greater influence on customer choices. 2. Price elasticity plays out across many dimensionsPrice elasticity is usually looked at within a product range, where it varies significantly both by category and across the different levels of the product taxonomy (down to individual product lines or SKUs). At the same time, elasticity differs by channel and by site. At an individual location level, it reflects the local competitive environment and demand profile. At a more aggregate level, it changes by format and the related valuer proposition (e.g., the breadth of choice of large supermarkets vs the convenience of corner shops).Finally, elasticity varies by customer too: both at a segment level (e.g. by socio-demographic, attitudinal, or need-based cluster) and by shopping situation (the same customer may choose to go to an expensive restaurant for a special occasion while visiting a cheap café to grab a sandwich and soft drink on the move).The implication is that price elasticity readings should be best thought of as a grid or a cube rather than as a single number. Understanding how elasticity changes as you move across that space is a key insight to tune pricing decisions across different parts of the business. 3. Price elasticity is better measured broad than narrowEfforts to measure price elasticity often focus on individual product lines. In part this reflects the importance of certain SKUs (so called Key Value Items or KVIs) in shaping customers’ perception of a retailer’s prices. In addition, it is driven by the operational requirement to set a price point for every single product, and automating this task can be a valuable productivity gain. However, analysis of elasticity at product level can be challenging – the level of noise is usually very high and controlling for the large number of factors influencing sales of specific SKUs is tricky at best. These measurements also reflect cross-elasticities among products in the range as they also capture the impact of mix shifts within the pricing architecture. Therefore, they can over-estimate the overall change in volume and revenue for the business. Price elasticity principlesManagers should ask themselves “what do we really need to know about elasticity to define better pricing strategies that grow customer value and improve financial performance?”In our experience, businesses are best equipped when they have insights on elasticity that show how the impact of price:(a) varies across the different parts of the business at a level of aggregation consistent with decision-making for commercial strategy, plans, and target setting; and(b) maps to different customer behaviours, to understand how customers are responding to price changes and how to mitigate adverse reactions. In the Hospitality example above, the Seat-in format had high overall elasticity mostly driven by mix shift suggesting that customers adapt their product choices to higher prices, so the selection and cost engineering of menu items was critical to protect margins; the Grab &amp; Go format had low overall elasticity with a high share of customers walking away and not shopping in response to higher prices, so careful use of entry lines helped reduce volume loss. These principles allow retailers to prioritise the insights that matter most on price elasticity and harness them effectively to grow customer lifetime value, improve financial performance, and realise ROI on Data Science investments.How far is your business on this pricing path? Price elasticity: Are retailers being savvy with the stretch? | AlixPartners]]></content>
    <published>2024-10-02T06:13:57Z</published>
    <updated>2026-10-01T02:56:17Z</updated>
    <link href="https://www.alixpartners.com/insights/102jkkp/price-elasticity-are-retailers-being-savvy-with-the-stretch/" rel="alternate" />
    <author>
      <name>Andrea Bonato</name>
    </author>
  </entry>
  <entry>
    <title>Giving fashion CEOs unprecedented visibility using AI</title>
    <summary>Fashion retailers face unprecedented challenges as they grapple with an evolving economic, social, and regulatory landscape. Pressure on...</summary>
    <id>urn:uuid:88f8a3b6-aeb0-4e6c-8e70-5829ad890dbf</id>
    <content type="html"><![CDATA[Giving fashion CEOs unprecedented visibility using AI Fashion retailers face unprecedented challenges as they grapple with an evolving economic, social, and regulatory landscape. Pressure on profit margins is intensifying, with higher costs of raw materials, labor, and energy. And while inflation has stabilized, suppliers are not passing on cost reductions to brands, squeezing margins even further. The changing dynamics of fashion retailThe textile industry has been under ongoing strain, affecting not only mass-market and fast-fashion brands but also luxury and affordable luxury sectors. Most fashion brands have recently announced disappointing first-half operating profits, and need to regain cost control by actively forecasting and monitoring their cost structures.Pressures are evident at all levels. Fashion retailers face rising costs and shifting consumer preferences towards fewer purchases and more sustainable options. Declining consumer spending has forced brands to lower prices, triggering profit warnings and causing a $4.8 trillion drop in global equities across several sectors. In addition, the ever-evolving regulatory landscape is pushing companies to source materials more sustainably, often at higher costs. In this challenging environment, overcapacity in China presents an opportunity for brands to negotiate more favorable pricing from manufacturers.But regaining control of margins is no easy task for fashion brands. They face multiple challenges, including limited visibility into manufacturing data, low leverage with suppliers—often worsened by high employee turnover and inadequate training—and the time-consuming process of retrieving and analyzing product information. Additionally, brands with highly seasonal products (i.e., low carry-over products) struggle with cost tracking, adding another layer of complexity and uncertainty to margin management.In this complex environment, fashion retailers need innovative solutions to maintain profitability and competitiveness—and this is where AI can have a significant impact.How AI can transform cost managementEnhanced data visibility: AI can help fashion retailers gain visibility of their cost structures by consolidating and analyzing large volumes of data. AI-based solutions can process historical pricing data, image comparison, benchmarks, and other internal information to create reliable cost models. Greater negotiation power: AI-powered tools can rapidly analyze historical data, providing fashion brands with structured arguments for negotiating with suppliers. Time efficiency: AI can significantly reduce the time required to develop, structure and update cost models. With AI, retailers can generate should-cost models quickly and at scale. Real-world applicationsAlixPartners has developed a proprietary, innovative AI-driven approach that demonstrates the practical benefits of AI in cost management. The model leverages machine learning, GenAI and AI-powered visual recognition to build detailed should-cost models, monitor price fluctuations, create what-if scenarios and compare similar products. Using simulation and testing models, our approach provides:Tailored should-cost models: AI leverages current company data such as product order information or even raw stylist sketches to create customized models for each product. It considers value-added elements such as assembly type or elaborated trims (e.g., number of buttons, embroidery, tubular collar), enabling precise cost predictions and comparisons.Visual similarity detection: AI identifies specific visual similarities based on cut, fabric texture, and overall style between products, facilitating product and supplier comparisons, and enabling retailers to negotiate more effectively using specific examples.Scenario analysis: AI helps retailers quickly analyze various scenarios to understand the impact of different sourcing decisions on unit prices. This enables more efficient analysis and navigation of what-if scenarios, which is particularly useful for modeling changes in purchase price when transitioning to more sustainable materials or relocating manufacturing to closer countries.Are you ready to transform cost management? In the highly seasonal and competitive world of fashion, it is vital for retailers to manage margins tightly and understand price differentials. By enhancing data visibility, improving negotiation power, and increasing time efficiency, AI offers a crucial tool for fashion retailers to regain control of their cost structures. By understanding the true potential of AI in fashion retail, and adopting AI-driven cost management strategies, retailers can achieve significant competitive advantage, ensuring their long-term profitability and sustainability in a rapidly changing market.Our Practical AI for CEOs playbook is a guide to help you manage the development of your AI understanding and capabilities: Giving fashion CEOs unprecedented visibility using AI | AlixPartners]]></content>
    <published>2024-09-24T07:58:09Z</published>
    <updated>2026-10-01T02:56:33Z</updated>
    <link href="https://www.alixpartners.com/insights/102jjro/giving-fashion-ceos-unprecedented-visibility-using-ai/" rel="alternate" />
    <author>
      <name>Emilie Dubuc</name>
    </author>
    <author>
      <name>Corentine Körner</name>
    </author>
    <author>
      <name>Georgio El Helou</name>
    </author>
  </entry>
  <entry>
    <title>AlixPartners' 2024 Restaurant Industry Study</title>
    <summary>Where’s the deal? Fast food value perception sags; consumers plan spending cutbacks, lifestyle changes amid heightened financial anxiety</summary>
    <id>urn:uuid:e4b53d6b-f2d1-483f-974b-a523cf11303b</id>
    <content type="html"><![CDATA[Where’s the deal? Fast food value perception sags; consumers plan spending cutbacks, lifestyle changes amid heightened financial anxiety — AlixPartners study Discover more Household financial outlook declines over six-month period; consumers plan lower spending to address persistent debt concerns, budget pressure, financial anxiety Perception of fast-food value records biggest six-month decline among restaurant categories; fine dining only restaurant category to increase value perception Consumers reluctant to trade down to cheaper food or restaurants; cutting back on eating out, ordering take out as menu price increases outpace inflation Younger consumers (under 35) showing decreased appetite to splurge and treat themselves at restaurants, reflecting generational pullback and pessimism Majority of operators embrace technology; say their business model needs to change – menu and service offerings most poised for near-term revamp NEW YORK (September 4, 2024) – The value perception of fast-food restaurants declined over the six-month period ending in August as debt-laden consumers plan spending cutbacks amid persistently high financial anxiety and a decline in near-term optimism, according to the 2024 report on the state of the restaurant industry published by AlixPartners, the global consulting firm. Instead of seeking cheaper food and restaurants, however, diners plan to eat out less or cut back on takeout. AlixPartners surveyed more than 1,000 U.S.-based consumers in recent weeks, following similar consumer-sentiment polling in March. There is rising concern about budgetary issues and a near-consistent level of respondents being “very” or “extremely” concerned about the economy. Debt, held by 60% of respondents, looms large in consumer psyches, with 50% of debt holders planning lifestyle changes, the study found. The share of financially anxious respondents reached 37% in August, nearly equal to results fielded in March but up sharply vs. 28% of respondents in the summer of 2023. Only 38% of respondents say the economic outlook will improve over the remainder of 2024, compared to 48% that had expected improvement when polled in March. Respondents are increasingly pessimistic about household financial status, with roughly 25% of respondents now saying their own financial outlook will worsen in coming months, up from 19% in March. The ‘great trade up’ Value perceptions are evolving as well. Even as budgets are stressed, the appetite for elevated products and experiences remains healthy. Some 80% of respondents say fine dining’s is offering as a good or great value, up from 74% in March. Roughly twice as many consumers will reduce dining out before they will reduce items ordered, opt for cheaper items, or visit less expensive restaurants. Fast-food options, meanwhile, aren’t offering adequate bang-for-buck, with more than a quarter of respondents saying value declined or significantly declined, the study found. “We are potentially seeing the beginnings of what we call ‘The Great Trade-up’ in the industry,” said Andrew Sharpee, managing director and partner in AlixPartners’ restaurants and hospitality practice. “Consumers splurged on better quality products and experiences coming out of Covid. As the wallet tightens, this sustained taste for the finer things in life has consumers making different choices with their discretionary dollar than the traditional way consumers cut back.” Diners are accustomed to steady menu-price increases. Over the past two decades, the pace of restaurant price increases has consistently outpaced broader economic inflation. The price of popular hamburgers at fast-food restaurants, for instance, has increased at least 130% vs. 2002 prices vs. the broader consumer inflation rate of 78% over the period. AlixPartners’ analysis finds rising labor rates have disproportionate influence over today’s menu inflation trend. The largest decline in value perception over the past six months was reported by Baby Boomers (who have lived through decades of menu inflation) as well as middle-class and wealthier consumers, according to the survey. However, younger buyers are likelier to pinch pennies, with Gen-Z respondents more likely to be pessimistic about the economy and less willing to splurge. “We’re seeing a transition of behavior not only in dining habits, but across many adjacent consumer sectors including travel and entertainment,” said TJ Wommack, a partner at AlixPartners. “Consumers are balancing desire to spend on discretionary experiences versus hard goods. While offering quality food at an affordable price is important, operators must recalculate their approach to overall value as diners stretch their dollar.” Service continues to reign supreme A separate survey of 140 restaurant operators found a majority of these businesses are disrupted. Six in ten say their business model needs to change immediately, with product and service offerings most poised for transformation, according to the survey. Inflation, supply-chain stability and regulatory developments represent the largest threats over the next 12 months. As we look across the industry, concepts that have delivered on service consistently and stayed true to their product offering generally perform well even despite the pressures on consumers. Additionally, in this year’s survey, operators appear more welcoming of technology’s role in potentially improving their business, with 59% citing automation and artificial intelligence as the largest opportunities within the next 12 months. That is a dramatic shift vs. the 2023 response, when a majority of operator respondents listed automation and AI as the largest near-term threat. The benefits of effective technology implementation are welcomed by restaurant employees, according to AlixPartners’ research, driving efficiency and service improvement. Consumers cite similar benefits of technology being smartly deployed. “Technology is not a cure-all for the hospitality industry, but it is clearly viewed as more of an asset by operators than in the recent past,” Derrick Yarbrough, a director in AlixPartners’s restaurant, hospitality, travel and leisure practice, said. “Today’s diners and the employees who serve them are heavily influenced by technology in their daily lives and will embrace smart innovation that improves overall experience and drives satisfaction.” About AlixPartners AlixPartners is a results-driven global consulting firm that specializes in helping businesses successfully address their most complex and critical challenges. Our clients include companies, corporate boards, law firms, investment banks, private equity firms, and others. Founded in 1981, AlixPartners is headquartered in New York and has offices in more than 20 cities around the world. For more information, visit www.alixpartners.com. Contact:John Stolljohn.stoll@alixpartners.com AlixPartners 2024 Restaurant Industry Study | AlixPartners]]></content>
    <published>2024-09-04T00:00:00Z</published>
    <updated>2026-03-24T09:59:54Z</updated>
    <link href="https://www.alixpartners.com/newsroom/restaurant-study-2024/" rel="alternate" />
    <author>
      <name>AlixPartners</name>
    </author>
  </entry>
  <entry>
    <title>Practical AI for CEOs</title>
    <summary>A playbook for realizing value from your AI initiatives</summary>
    <id>urn:uuid:e4faf654-eafe-4bb6-b5b2-d24bc97d9854</id>
    <content type="html"><![CDATA[Practical AI for CEOs A playbook for realizing value from your AI initiatives The AI race is on CEOs recognize AI as the new force multiplier. It has the potential to both reshape productivity and drive commercial effectiveness. But most CEOs don’t know where to start. How can AI drive material and sustained top- and bottom-line growth? What kind of ROI can be expected over what time period? What does an AI-empowered future look like? How do we avoid risks and pitfalls? Practical AI for CEOs is intended as a guide to help you manage a broad array of competing stakeholder demands, as well as the development of your own understanding and capabilities. CEOs say AI is their most important opportunity1, but More than 80% of all AI projects fail2 Creating value through your AI initiatives requires alignment and focus across 3 critical areas Strategy Blueprint for Al-driven transformation Focus on the right business problems to identify where AI should be applied Strategic alignmentAlign and shape business strategies with AI Stakeholder engagement and change managementSecure stakeholder buy-in to drive change Use case selectionTarget high-impact use cases that will deliver measurable results and meet ROI goals Execution Tangible value creation Effective execution turns strategic vision into measurable results Model buildingBuild tailored, practical Al models Model deploymentDeploy into ongoing operations and workflows to begin delivering results Continuous learning and improvementRefine models with new attributes and data, adapting to shifting patterns Performance and ROI trackingTrack progress along key metrics to deliver ROI Foundational pillars Building blocks for Al excellence Technical DataSecure and expand data assets—the lifeblood of AI initiatives TechnologyBuild scalable AI infrastructure and forge strategic partnerships OperationsStreamline for AI efficiency and performance Organizational AI skillsHire, retain, and engage talent with AI Org structureStructure AI organization to drive strategic initiatives and foster collaboration Risk &amp; complianceEmbed an appropriate control environment to identify and manage risks, ensure compliance, and enable trustworthy innovation. Our Artificial Intelligence practice From automated tech to advanced analytics and machine learning (ML), our data scientists and industry experts know how to embed game-changing AI solutions. 12024 AlixPartners Disruption Index 2AlixPartners estimate Practical AI for CEOs | AlixPartners]]></content>
    <published>2024-06-11T00:00:00Z</published>
    <updated>2026-01-13T18:53:13Z</updated>
    <link href="https://www.alixpartners.com/insights/practical-ai-for-ceos/" rel="alternate" />
    <author>
      <name>AlixPartners</name>
    </author>
  </entry>
  <entry>
    <title>Moving the needle on sustainability in fashion</title>
    <summary>Catherine Nekavand on how a creative mindset can push the fashion industry to evolve</summary>
    <id>urn:uuid:a89acbfe-d553-4f72-9c28-766308b33bec</id>
    <content type="html"><![CDATA[Moving the needle on sustainability in fashion Catherine Nekavand explains how a creative mindset can push the industry to evolve. To see a sustainable transition in action, look no further than the career of Director Catherine Nekavand. The word refinement” probably conjures a vision of exquisitely tailored suits and beautiful accessories sourced from fine materials more so than production logistics in the energy sector. Catherine’s career demonstrates that there is in fact a lot of overlap. A 14-year tenure as an engineer in the energy services sector focusing on operations and procurement ultimately set her up to pivot to executive roles steering the luxury fashion industry toward sustainability. “Shifting to luxury meant reengineering processes and challenging the hypothesis,” says Catherine. The task of streamlining supply chains and reducing carbon footprints required the analytical approach of an engineer. “As an engineer, you start by architecting a process with sustainability at its core,” she says. “You embrace the designers vision and then engineer a pathway to realize it in the most sustainable manner possible.” Consider the creative vision behind something like Virgil Abloh’s final show for Louis Vuitton, where the waterway was widened for the runway barge, adorned with birch trees and black paper planes, a motif typical of Virgil Ablohs designs. The role of operations and procurement teams is to ensure the event is executed with environmental responsibility in mind. “We work behind the scenes to align the events logistics and execution with sustainable practices, ensuring that the spectacle of fashion remains both magnificent and mindful of its ecological footprint,” explains Catherine. Beyond their obligation to the planet and communities they touch, luxury brands are reliant on biodiversity and a “circular economy” for longevity, since you cannot have perfume or cosmetics without florals, for example. Garments made with viscose, a regenerated fiber made from the pulp of trees, contribute to the loss of 300 million trees a year. Better practices are crucial if the industry is to secure its own future. On this dimension, luxury brands are, in her experience, very true to their values. “It was our responsibility to drive sustainability not only as a company ourselves, but also to drive our vendors,” she says. That could mean building strategic benefits into a contract for long-term commitments to sustainability, such as shifting to an electric fleet. Catherine has since brought her experience to the Performance Improvement team at AlixPartners in New York. Here, she helps clients achieve substantial transformations by applying the same innovative approach to procurement that she honed in the luxury industry. It comes down to creative thinking and an engineer’s mindset. Luxury brands, she says, can lead other industries, as they did with early adoption of recycled cardboard packaging (Gucci, since 2010), and promotion and support of LGBTQ+ rights, the visibility of which filtered down to mass-market retailers like H&amp;M, and ultimately invest in their longevity by moving the needle on ESG practices. “Theyre willing to let go of short-term gains [to] build long-term value,” which consumers—particularly younger consumers—want and are willing to pay for, Catherine explains. Around two-thirds of consumers surveyed by Carbon Trust in 2020 across multiple countries thought carbon labeling was a good idea. Over 60% of Americans said they would pay more for sustainable fashion, according to research by Publicis Sapient. The durability of luxury items is a great case-study for sustainability and a key reason that high-end brands are leaders in the movement toward more responsible consumption and production practices, Catherine points out. “Sustainability, ethical practices, and transparency in the supply chain are not just additional features; they represent a significant added value and a competitive edge.” Catherine views the alignment of sustainability goals as a pivotal factor for forging partnerships with vendors. She advocates for choosing partners who are not just adhering to sustainability standards for compliance but who genuinely recognize that embracing these principles is the way forward for the business. Here, Europe is a leader in sustainability thanks to a cultural emphasis on environmental consciousness that starts in early education. “Sustainability really is integrated in their mindset, and I think it starts early on at school, with really educating the kids on the importance of sustainable practices,” she says. AlixPartners’ global network complements to this background, allowing the team to pull from a diversity of expertise and put into action proprietary tools like AlixPartners’ Should-CarbonTM methodology for calculating scope 3 carbon emissions. By extension, the company can inject client work with purpose and conviction. Good ideas spread. Great solutions are quickly adopted. Over time, Catherine has seen a positive shift in how industries talk about sustainable practices. Theres no question in terms of priority; its more, How are we going to solve it?’” Moving the needle on sustainability in fashion | AlixPartners Catherine Nekavand on how a creative mindset can push the fashion industry to evolve]]></content>
    <published>2024-02-12T00:00:00Z</published>
    <updated>2026-01-19T10:15:27Z</updated>
    <link href="https://www.alixpartners.com/careers/life-at-alixpartners/catherine-nekavand/" rel="alternate" />
    <author>
      <name>AlixPartners</name>
    </author>
  </entry>
  <entry>
    <title>Annual Private Equity (PE) Leadership Survey</title>
    <summary>Digging deeper into disruption's impacts—and implications for leaders.</summary>
    <id>urn:uuid:e9e15fbc-7c69-4f37-9bb7-493cb18dc8ef</id>
    <content type="html"><![CDATA[Annual Private Equity (PE) Leadership Survey Digging deeper into disruptions impacts—and implications for leaders For eleven consecutive years now, AlixPartners has monitored the most-significant trends and developments affecting private equity (PE) leadership, through our annual survey of PE firms and portfolio companies (portcos). Over more than a decade of research, we have frequently documented the increasing importance of (1) leadership and talent management to the PE industry and (2) the companies in which the industry invests. Many factors have risen in prominence during this period, and they have come together to make human capital more valuable in creating tangible value. Eleventh Annual Private Equity (PE) Leadership Survey Each year, findings from the AlixPartners PE Leadership Survey deliver valuable insights on themes relevant to the success of PE investments. This year’s survey drew more responses than ever, with insights from more than 420 PE firm and portfolio company leaders. Their perspectives highlight where alignment, leadership support, and talent systems matter most for value creation. Stay informed Sign up to receive updates from AlixPartners’ industry experts regarding the Annual PE Leadership Survey. Annual Private Equity (PE) Leadership Survey | AlixPartners Digging deeper into disruptions impacts—and implications for leaders.]]></content>
    <published>2024-02-05T14:45:53Z</published>
    <updated>2026-04-13T07:42:21Z</updated>
    <link href="https://www.alixpartners.com/insights/annual-pe-leadership-survey/" rel="alternate" />
    <author>
      <name>AlixPartners</name>
    </author>
  </entry>
  <entry>
    <title>AlixPartners A&amp;D Minute</title>
    <summary>Informative takes and other valuable insights on trending topics across the aerospace, defense, and aviation industry.</summary>
    <id>urn:uuid:077e7851-bc39-44b2-a761-b97400168542</id>
    <content type="html"><![CDATA[The AlixPartners A&amp;D Minute Sign up to receive quick, informative takes and other valuable insights on trending topics across the aerospace, defense, and aviation industry in our monthly email newsletter. Our Aerospace and Defense practice Charting a course of sustainable growth requires a deep understanding of turbulence in the industry. Our teams bring an experienced and tactical skillset to help aerospace and defense companies navigate the disrupted landscape. AlixPartners A&amp;D Minute | AlixPartners Informative takes and other valuable insights on trending topics across the aerospace, defense, and aviation industry.]]></content>
    <published>2024-01-22T18:06:17Z</published>
    <updated>2025-10-08T16:00:01Z</updated>
    <link href="https://www.alixpartners.com/insights/ad-minute/" rel="alternate" />
    <author>
      <name>AlixPartners</name>
    </author>
  </entry>
  <entry>
    <title>Insights on disruption</title>
    <summary>Ongoing index and commentary summarizing key themes from the 2026 Disruption Index and previous years, showing how geopolitical tensions continue to reshape supply chains and market access, demographics and skills gaps constrain workforces, cybersecurity threats multiply, and technological change accelerates at unprecedented speed.</summary>
    <id>urn:uuid:258d922a-2ed1-417a-918a-8f1b33f0f68a</id>
    <content type="html"><![CDATA[A world disrupted Uncertainty and volatility are rising, increasing strains on business leaders and operating models. Our findings from the 7th annual AlixPartners Disruption Index show how companies are thriving in this disrupted world. Normal is over. Disruption is the new economic driver. We live in a world where disruption is constant, but increasingly no longer exceptional. Geopolitical tensions continue to reshape supply chains and market access, demographics and skills gaps constrain workforces, cybersecurity threats multiply, and technological change—led by artificial intelligence—accelerates at unprecedented speed. Yet, our 2026 data show that something fundamental is shifting in how leaders experience this reality: overall disruption scores have moderated slightly, anxiety is bifurcating, and a growing subset of companies is treating disruption as a source of advantage rather than a shock to be endured.​​ In its seventh year, the AlixPartners Disruption Index—based on responses from more than 3,200 senior executives across 11 countries and 10 industries—finds that the overall Disruption Index has edged down slightly and the share of executives who feel “highly disrupted” has fallen by 11 percentage points, even as forces such as AI, tariffs, and energy constraints remain intense. Disruption is still high, but confidence and capability are rising in many boardrooms. See what executives at growth leaders are doing differently as they lean into AI, rewire supply chains, and continuously adapt their business models to anticipate, shape, and respond to disruption. Insights from the 2026 World Economic Forum at Davos This year’s theme, “A spirit of dialogue,” underscores the importance of open, constructive conversation in addressing the challenges and opportunities facing leaders worldwide. AlixPartners remains at the forefront of helping clients navigate disruption, technological innovation, and geopolitical complexity—key topics that will shape the dialogue at Davos 2026. Beyond the hype: Realizing value in disruption Our seventh annual AlixPartners Disruption Index reveals a complex picture of moderating disruption across most industries and geographies, alongside emerging pockets of confidence and capability. Disruption Navigator The Disruption Navigator explores the key forces reshaping industries and economies. This concise collection draws on expert insights and research to examine the interconnected impacts of geopolitics, technology, climate change and economic shifts, offering strategies to help businesses navigate and thrive amid relentless change. We have the capability and experience to help you. For over 40 years, we have helped companies and their stakeholders around the world harness opportunity, overcome challenges, and achieve outsized outcomes. Insights on disruption | AlixPartners Disruption is almost always unexpected. But disruptive forces are often foreseeable. Ongoing index and commentary summarizing key themes from the 2026 Disruption Index and previous years, showing how geopolitical tensions continue to reshape supply chains and market access, demographics and skills gaps constrain workforces, cybersecurity threats multiply, and technological change accelerates at unprecedented speed.]]></content>
    <published>2024-01-09T19:27:32Z</published>
    <updated>2026-07-28T13:51:31Z</updated>
    <link href="https://www.alixpartners.com/disruption/" rel="alternate" />
    <author>
      <name>AlixPartners</name>
    </author>
  </entry>
  <entry>
    <title>Insights</title>
    <summary>Insights that empower bold decisions with trustworthy data, sharp analysis, and industry foresight</summary>
    <id>urn:uuid:2d20298a-fd0e-42f2-bec6-a7182b5cfe0a</id>
    <content type="html"><![CDATA[Insights We live in a world where disruption is constant. Disruption is the new economic driver. The 2026 AlixPartners Disruption Index, based on responses from over 3,200 senior executives across 11 countries and 10 industries, reveals a complex picture of moderating disruption across most industries and geographies, alongside emerging pockets of confidence and capability. Learn more about the impact of disruption on businesses How artificial intelligence (AI) will reshape the enterprise software industry The rapid improvement of generative and agentic AI tools is striking deep into every aspect of how enterprise software companies build, sell, and capture value. Our 2026 predictions report identifies the risks and opportunities of AI’s inevitable arrival, and suggests how organizations can prepare and respond. Learn about the critical dynamics reshaping the enterprise software landscape AI is not just changing what technology does for enterprises, it can transform how they operate, how they make decisions, and what businesses they compete in. Expert insights from our leadership team AI agents shouldnt go where humans cannot see An exploration of the relationship between AI and Humanity, according to Co-CEO Rob Hornby. Boards need to rethink how they advise CEOs Co-CEO David Garfield on how the usual patterns of boardroom discussion have to evolve. AlixTalks with Simon Freakley Conversations with business and thought leaders about leading through, managing, and anticipating change in a global economy marked by accelerating disruption cycles. Insights | When it really matters | AlixPartners Insights that empower bold decisions with trustworthy data, sharp analysis, and industry foresight]]></content>
    <published>2023-07-20T14:42:13Z</published>
    <updated>2026-09-10T11:16:41Z</updated>
    <link href="https://www.alixpartners.com/insights/" rel="alternate" />
    <author>
      <name>AlixPartners</name>
    </author>
  </entry>
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