From portfolio to platform: building cohesive operating models in buy & build
Most buy & build strategies stumble not at the deal stage, but in what comes after. Turning a portfolio into a platform requires more than financial integration. It demands a clear operating model, shared logic, and leaders who know how to scale together. This article breaks down what that looks like, where it goes wrong, and how to fix it.
Cutting costs or cutting corners? When cost-cutting creates value.
Cost-cutting is often framed as a rational business move but in reality, it’s frequently a reflex. Leaders act fast under pressure, but rarely stop to ask whether they’re cutting the right things, for the right reasons. Done wrong, it buys time but loses momentum.
Leading transformation without pause: the real challenge behind change
Leading change while running a business isn’t a side project. It’s a high-stakes balancing act. Most companies either jump too late or underestimate the toll transformation takes on people, performance, and culture. This piece explores how to recognize the signals, act early, and lead transformation without losing your grip on today.
H23 Manifesto
At H23, we stand at the forefront of transformative business solutions, inspired by the pioneering spirit of Hilbert’s 23 problems. Just as these problems shaped the course of mathematics, we aim to reshape the business landscape, focusing on the most significant challenges and opportunities.
Product Discovery
The Power of Ideation in building new value proposition
Operational Excellence
Operational Excellence in Direct to Consumer Marketing
Change management: disinvestment
Business curve-out, divestment and its integration in the new corporate structure