/ nɛkst ˈpraktɪs /
Next practice management consulting combines the ability to tackle and solve complex problems with the ability to engage and mobilise client organisations to deliver lasting impact. Next practice is like tomorrow. It’s never here. It’s what we strive for, dream about and make our best efforts to achieve.
We tailor team and efforts to the problem by combining senior resources and industry specialists with strong analytical capabilities to deliver sustainable solutions. We carefully listen to our clients and match our teams to their needs. If the project scope changes, we change configuration. We think implementation from day one and enable the leaders we work with to mobilise their people.
No, we didn’t sneeze. It’s the way we work with our clients. TS, or Tackle & Solve, refers to the discipline of decomposing a business issue into its logical parts. EM, or Engage & Mobilise, is the discipline of delivering impact and results through co-creation with our clients. Change will only happen if you manage to do both. Here's an example of how we turn this into practice.
Companies implementing new strategic initiatives often fall short when it comes to realising the full potential of the forecasted financial benefits. We have developed what we call the Value Realisation method to close this value gap. It’s a simple but disciplined approach that applies well-known concepts, deep understanding of the business, unbeatable enthusiasm and the ability to support the receiving organisation in driving its own transformation. Click to read more.
We don’t have shelves full of ready-to-implement strategies. We carefully listen to our clients and match our teams to their needs. If the project scope changes, we change configuration. We think implementation from day one, and we enable the leaders we work with to mobilise their people.
Within selected sectors, our experience and knowledge are truly first rate. For each sector, a team of senior specialists help executive management tackle and solve their most pressing business issues.
In a more mature and competitive deal market, the private equity funds constantly have to increase the ability to pull all the operational value creation levers in their portfolio companies to meet the high return expectations from their investors. This requires an ability to bring a broad set of capabilities – from front-end to back-end – into the various portfolio companies.
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Valedo: Joe & The Juice
Water, Energy, Cleantech
Rapid growth in demand, climate concerns, changing regulatory frameworks and increasing competition have changed the energy industry significantly over the past decade. Addressing this change requires insight into renewable energy, transmission and distribution, retail, upstream exploration, downstream operations, equipment suppliers, offshore services. And more.
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Vestas: Wind for prosperity
Pharma & Medtech
Pharma & medtech companies are facing an ever-more dynamic and volatile environment due to a multitude of factors, including patent expiry, low-cost (generic) manufacturers entering the competitive arena and gradually declining R&D productivity. Moreover, payers are becoming increasingly price sensitive as new and stricter regulatory regimes are evolving.
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OneMed: Redefining medical procurement
There is a profound interest in improving the transparency and effectiveness of the public sector to allow it to better fulfil its mission at lower costs. The public sectors are going through significant transformations, trying to tackle changing demographics composition and adjusting to a wide range of consequences from globalisation and increased pressure on the welfare states.
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DSB: Back on the rails
Consumer Brands & Retail
Consumer brands and retail players face tough strategic questions that enter the agenda with greater frequency and magnitude than ever: declining or slow growth in Europe, increasing channel complexity; pressure on margins from increased price transparency, etc. Welcome to the fast-paced world of consumer brands and retail.
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Carlsberg: Sustainable packaging
Despite the fact that we see some improvements in the economic cycle, many industry players still search for ways to achieve growth opportunities while preserving a non-complex operating model. There is an immense potential in the manufacturing sector, which can be unleashed by combining profound sector and functional knowledge.
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Bladt industries: Clear strategies for a cloudy future
Transport & Logistics
It may seem far-fetched to reconcile perspectives such as green shipping issues and train component maintenance. However, irrespective of the cargo and the mode, the transport industry shares several common issues such as identifying effective responses to deregulation and volatility in customer demand, keeping up with competition, financing new investments and handling cost escalation to name a few.
Financial institutions face an era of increasing governmental regulation, public scrutiny, economic uncertainty and changing customer behaviour and preferences, putting significant pressure on profitability. The importance of doing it right has never been bigger. This calls for experience with handling issues ranging from strategy and governance to revenue growth, cost efficiency and handling of “bad assets".
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Danske Bank: Building the bridge as you walk on it
Media and Telco
The telecommunication and media sectors are undergoing fundamental changes as profit pools are declining, networks are converging and consumers have more options than ever to get what they want. The market boundaries between telecommunication, technology and media continue to diminish. Industry consolidation, consumer experience, technological bets and substantial infrastructural upgrades to deal with exploding data volumes and connectivity demands are key themes to address. Our clients benefit from the combined knowledge in our telecommunication, media and technology practices to help manage these challenges.
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The opportunities of the digital age go hand in hand with its threats. Numerous renowned corporations have missed their opportunities and seen the core of their business become irrelevant before their very eyes. The ones adapting are the ones surviving. But how do you remain adaptive, not only through the digital upheaval we are living in now, but also in the coming eras? To the customer communication management company PostNord Strålfors, this has certainly been a relevant question to consider. Read the case and watch the video to hear Annemarie Gardshol, CEO of PostNord Strålfors, explain how a company that is part of an 800-year heritage has change embedded in its DNA.
Danish Crown is one of the backbones of the Danish farming economy. The cooperatively owned company is owned by 7,600 pig and cattle farmers spread across Denmark, and has an annual revenue of EUR 7.8 billion. In fact, Danish Crown is responsible for 4% of all foreign currency flowing into Denmark, so you could basically argue that you only need 25 companies like Danish Crown to keep the Danish economy running. However, not too long ago, Danish Crown was through what can be defined as a near-death experience. During a decade, the company was increasingly challenged on competitiveness and was consequently forced to terminate 7,000 Danish workplaces. Learn what Jais Valeur, CEO of Danish Crown, has to say about working in an unusual organisation where people think not in terms of quarters or years, but in generations.
The fitness trend took off during the mid-90s, and a fitness membership card has since become a fixture in many wallets. The fitness industry seized its golden opportunity and flourished due to the continuously growing demand. SATS ELIXIA is one of the industry’s greatest success stories, having grown into Scandinavia’s largest chain of fitness centres. However, with time, harsh competition from low-price players and niche clubs squeezed SATS ELIXIA into an unfortunate, middle-market position, ultimately forcing the chain to redefine their entire value proposition. Read the case and watch the video to hear Olav Thorstad, CEO at Health & Fitness Nordic, tell the story of how SATS ELIXIA is in the midst of their greatest sprint yet.
When Grundfos embarked on their digital transformation journey, it was like looking at a blank piece of paper; everything was possible. The management interviewed 30 thought leaders around the world; everyone from Grundfos’ distributors to professors to consultants to writers to start-up companies, and asked them: “What do you think can disrupt our industry and our company?” The 70-year-old organisation also turned an eye to large international companies such as GE, Apple and Google to gather a trick or two from how they use digital technology. Hear Marianne K. Knudsen, Senior Director, Head of Digital Commercial Offerings in Grundfos, explain why the time has come for the world’s largest pump manufacturer to start thinking beyond the pump.
SAS flies approximately 90,000 people around the world – every day. All the while, the airline is busy gathering customer insights in order to create new products and services, and the passengers are met with a steady flow of new digital features. However, in a not so distant past, SAS was standing on the edge with a free fall in sight. Read the full case and watch the video below to hear Eivind Roald, EVP, Sales and Marketing, explain how on earth SAS managed to turn this around.
At a secret address in a small one-way street in Stockholm, between two majestic closed doors, one can find a group of truly extraordinary people. Not just your typical kind of extraordinary people, who crack codes or make covert plans, but the ones who change the lives of others, and also the ones who have managed to take a first step towards turning their lives around. Ann Isaksson, a former police officer, is the Operations Manager at Alla Kvinnors Hus, Sweden’s largest women’s shelter. The people who work here provide support and counselling to women who are victims of domestic violence, and their children. During Ann’s six years at Alla Kvinnors Hus, she has nearly doubled its revenue and its capacity to help. Watch the video and read the case, and take your hat off, like we do, to people who have gone into the business of rebuilding lives.
Since 2007, we have published our annual report, a brief state of our civilisation with highlights from the year gone by with clients and each other.
Experience the first 365 days as CEO of a EUR 7.8 billion business. Learn how to avoid becoming a bad rerun of Blockbuster. Read why never to take a bigger premium on commodities. And join the journey towards the endless possibilities of digitalisation. Learn how New York is like a whale. Why redevelopment is in fact a positive mechanism. And how networks are the new black in business. This year’s QVARTZ Annual aims to inspire. With bright lights in the shape of four great cases, four inspiring perspectives as well as a lot of numbers. Enjoy.
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Our annual report is a testament to the human beings we have met in the year gone by. At our clients' sites. And in the CSR work that we have undertaken. To us, they are all truly Big People. We invite you to meet Peder Tuborgh, CEO of one of the largest dairies in the world, who during his tenure has doubled its revenue, but is far more proud of his work in ensuring strong shared values throughout the global organisation. Nancy Mohsen and Ismail Yagoub who had to flee their homes as part of the so-called refugee crisis, and who are now valuable colleagues at QVARTZ. Eivind Roald, Executive Vice President and Chief Commercial Officer, SAS Group Worldwide, who could choose to look back at a good year, but rather wants to talk about what needs to become even better. Ann Isaksson, Operations Manager at Alla Kvinnors Hus, which last year alone housed 133 children and 103 women who have been subject to domestic violence. And Alex Myers, President & CEO at Getinge Group, who merged three independent companies into one united company.
What’s the next big thing? A question that occupies many bright minds these years. Is it Big Data? Is it Africa? Or is it indeed seaweed, which many think we will all be munching for breakfast before long? The candidates are many, but we can think of only one commonality that ties them together, and that’s not a thing. It’s people. Big People. During the year, we have been so fortunate as to work with a bunch of brilliant and distinguished people who have inspired us. That’s why, in our latest annual report, we pay tribute to a handful of them.
We believe that opposition is an indispensable feature of any sensible human being or successful business. For management consultants seeking to change status quo as well as for dynamic businesses pursuing growth. In our latest annual report, you can read not only about a great year at QVARTZ, but also about courageous and intriguing companies which have chosen opposition, either to competitors, obscurity or business as usual. Visit the digital version of our annual report to access videos, interviews and other inspirational contents.
We find that in times of crisis, financial or otherwise, it’s important to remind each other that tough times won’t last, but that tough people will. And that history tells us that even the biggest of challenges and the most complex of problems can be solved. Our annual report 2012 documents that we did our small part when it comes to solving complex problems and handling large-scale challenges.
How do we put a label on a year like 2011? A year where we grew significantly in Sweden and Norway, did sessions with a range of the most notable chairmen in the Danish business community, published an acclaimed book on "Globalisation 3.0", had a team of voluntary consultants working with local business entrepreneurs in Kenya, and we could go on.
The year gone by was surely the most important one in our consolidated history. Three significant Scandinavian management consulting companies, Copenhagen Consulting Company, Kihlstedt & Partners and Quartz Strategy Consultants merged and became Quartz+Co.
We came out of 2009 stronger than ever, not only in financial terms, but also in mental and cultural terms – we conquered our inner Everest and now it is onwards, perhaps to the moon.
This publication is our second consecutive public annual report and should be seen as one of many ways in which we interact with our stakeholders. We hope the report will prompt a desire to learn more about our unique business model, our professional services, our team of consultants, and the results delivered.
Going into 2007, we felt that we were prepared for a big step, we felt that the bow was drawn, and that we were ready to release. Today, I think that we all agree, from the chairman to the newest employee, that we have seen the arrow fly during the year that passed.