Uncertainty around demand and supply is an inescapable condition—and one that is growing. Industries far and wide—from manufacturing to consumer goods, from automotive to telecommunications—are all talking about becoming recession-proof. The desire is to generate free cash flows and profitability buffers to ensure they can weather whatever the market throws at them.
How does the PCD 2.0 approach differ to traditional methods?
Source: Oliver Wyman analysis
Take the automotive industry: OEMs are spending more than $300 billion on the e-mobility transformation, according to a recent study that looked at investment plans over the next five to 10 years. This level of investment is not sustainable without fundamentally rethinking how further efficiencies can be achieved.
After decades of small, incremental improvements, the line of attack is to re-evaluate cost structures to identify step changes in efficiency. The search is on for big wins.
In this POV, we look at three main ways in which PCD 2.0 offers a different mindset and approach:
- Focusing on root causes across the value chain
- Leveraging in-depth technical methods
- Adopting agile processes to produce rapid results
Whether a company is facing a major industry disruption or economic volatility, PCD 2.0 represents a major opportunity for companies to unlock step changes in efficiency.