Once organisations have agreed on an approach, scaling and commercialising new business models will be critical.
Each stage of disruption represents a step on the journey to growth where there is an opportunity for organisations to take a lead. Click through each of these sections below to understand more.
Once the nature of the potential disruption is understood and an appropriate response has been designed, the next step is to think about how to scale the new proposition.
In the future mobility landscape, the ability to scale and commercialise quicker than your competitors could be a make or break factor for your proposition, particularly with platform models, data-driven AI, manufacturing supply chains and brands that benefit from economies of scale.
You will need to consider how your growth strategy takes shape across multiple markets and customer segments, and how your operating model is structured to support this. Another important factor is the mechanism for funding this growth – whether this will need to be diverted from competing concerns, sourced from the market, or spread across partnerships or other innovative mechanisms.
Alignment of the financial, business and operating models is often neglected, but it will be key to realising your ambition.
Key questions you may have:
- How do I scale new business models?
- How do I source the financing I need to achieve scale?
- How can I invest in scale alongside existing operations?
- How do I build agility and flexibility into my operating model?
- How do I create the platform of the future?
- How do I sequence my growth and market expansion strategy?
Identify new markets and customer segments for expansion of the business model or proposition that has been developed. This will likely involve an assessment of key markets to formulate a growth story aligned to risk appetite and investment resources.
Make the decision to ‘seize ground’ or ‘follow better’ when you launch a proposition, rather than an approach that falls in the middle. The start-up approach of entering into a market quickly to test and evolve a proposition works well if you have the organisational agility to make decisions and react quickly. Alternatively, take the time to learn lessons from first-movers to develop a more considered approach.
Design a scalable operating model that works as your volumes and client base expands. This requires the foresight to build technology platforms and governance structures that are capable of expanding as the business grows. It can also mean identifying where aspects of the business can be bought in to rapidly add capability and capacity should the opportunity arise.
Use partnerships to drive speed-to-market and mutual learnings, particularly where you intend to enter new markets or sectors where you lack pre-existing capability. This could make the difference between seizing or missing an emerging opportunity. In a well-structured partnership, both partners can benefit from learnings, shared risk/returns and leverage brand and customer bases’ existing strengths.
Finance and capital raising will be important in any major growth initiative. Companies will need to think of where capital needs to come from – whether from cost savings / diversion from other internal initiatives, or whether equity investments, debt, crowdfunding or securitisation could be used.
Relationships with existing finance providers and potential funding sources will be important. The structuring of the finance arrangement in terms of flexibility and headroom needs to match your growth ambitions.
- Market entry and assessment
- Growth platforms strategy
- Operational strategy
- Organisation structure and governance
- Enterprise-wide strategy
- Cost-optimisation and zero-based budgeting
- M&A advisory
- Integration & separation
- Capital raising (debt and/or equity)
- Legal and tax structuring
- Target operating model design and transformation
- Performance improvement
- Programme and project management
- People and change management
- Risk assurance
Platforms & partnerships
- Partnership and alliance structuring
- Sourcing and vendor due diligence
- KPMG managed services (process, technology, risk)
- Access to KPMG global network and markets