Executive Insights

Volume XVIII, Issue 30 | August 9, 2016 | By: Peter Smith L.E.K.'s Seven Step Dynamic Performance Management Process Metrics that Reflect How the Business Really Works Economic Framework to Model Future Cash Flows Critical KPI Identification KPI Prioritization Matrix Data Capture Process and New Supporting Technologies

There are only a few KPIs which have a large influence on profitability – but defining and understanding how they interact with each other can be difficult. L.E.K. has developed a Dynamic Performance Management tool which can help businesses to address this problem and improve profitability by more than 30%.

Volume XVI, Issue 40 | November 24, 2014 | By: Vassilis Economides, Manny Picciola, Simon Horan The Four Dimensions of Strategy Activation The Strategy Activation Roadmap

Typically, organizations have adopted a traditional two-stage approach which separates a strategy’s theory from the practice of its implementation. However, this approach is not appropriate for most modern organizations and increases the cost of strategic change, while reducing its chances of success. L.E.K. partners Vassilis Economides, Manny Picciola and Simon Horan explain why the traditional two-staged approach is no longer fit for purpose, and present an alternative solution: the "strategy activation" approach.

Volume XVI, Issue 18 | May 9, 2014 | By: Peter Smith, Jeremy Wheatland Input Parameters Required to Forecast Skill Supply Constraints and Gaps Skills Pyramid – Source, Progression and Levels of Expertise Within a Skill Category Skills Capacity Issue Tracker Output Across Project Development Timeline

In this Executive Insights, L.E.K.'s Peter Smith, Jeremy Wheatland and Phil Meier examine the pitfalls of poor skills management and explain the complex web of factors and interrelationships that are key to delivering a successful skills management strategy.

Volume XV, Issue 8 | May 5, 2013 | By: L.E.K. Consulting

The global airline industry has a reputation for poor performance. But some airlines manage to generate substantial economic profit. In this 2013 Global Industry Performance Update, L.E.K. provides a five-year and 10-year ranking of global airlines through 2012 based on economic profit.

Volume XIV, Issue 19 | July 31, 2012 | By: Darren Perry

The aerospace industry is growing dramatically as rising global demand for commercial and corporate jet aircraft is creating a boom-time environment for primes and select systems, components and materials suppliers across the value chain. Although this industry growth is attractive to private equity (PE) firms, aggressive aerospace industry players have generally been willing to outbid PE firms for acquisition targets and other assets.

Volume XIV, Issue 1 | February 15, 2012 | By: L.E.K. Consulting

The global airline industry continues to face significant turbulence created by a soft economy, high capital costs, dramatic fluctuations in fuel prices and other market pressures. That said, some airlines are able to ascend these issues and earn a long-term profit. L.E.K. Consulting’s second Aviation Insights Review (AIR) report ranks the top-five low cost carriers (LCCs) across the globe based on their shareholder value.

Volume XIII, Issue 23 | November 16, 2011 | By: L.E.K. Consulting

The global airline industry is constantly chastised for its inability to earn a long-term profit, let alone generate economic profit. But this perception isn’t completely accurate. In its new Aviation Insights Review (AIR) series, L.E.K. Consulting pays credit to those participants in the global aviation industry that have in fact generated attractive returns to shareholders – be they full service carriers, low cost carriers, regional carriers, U.S. carriers, airports, emerging market carriers, or manufacturers that have broken the mold.

Volume XIII, Issue 8 | June 2, 2011 | By: L.E.K. Consulting and other companies have built successful brands by providing a positive customer experience beyond just the point of sale. Airlines, however, have struggled to engage with customers in between trips or personalize the passenger experience based on travel and lifestyle preferences. L.E.K. Consulting’s new report outlines how airlines can gain a 360-degree view of your customers and offer targeted services that will generate more revenues and strengthen passenger loyalty to you.

Volume XII, Issue 6 | June 3, 2010 | By: Dan McKone

L.E.K. Consulting believes that airlines must evolve their business strategies to feature sophisticated merchandising programs that can be tailored to individual consumer preferences. As merchandising programs continue to take flight, airlines that are not on board risk missing out on one of the most critical business model shifts of the last 20 years.

Volume XI, Issue 16 | November 16, 2009 | By: Stuart Jackson, Alan Lewis

L.E.K.'s work with its clients has given us a distinct point of view on the process of innovation. We believe that innovation is a structured process. Companies that are leading edge innovators are able to apply a structured and sustainable process to innovating, and the few companies who do this well have a sustainable advantage.