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Insights & Ideas

Designing the Winning Portfolio: The New Economics of O&G Requires a New Approach

Designing the Winning Portfolio: The New Economics of O&G Requires a New Approach

Neal Kissel

January 2016

This article is an updated version of an article that was originally published in the December 2014 issue of Petroleum Economist.  Many of our clients have expressed increased interest in an appropriate portfolio response to a lower price environment.  The methodology and approach has been slightly adjusted due to the change in context.


The Power of Portfolio Focus: The Chemical Sector

The Power of Portfolio Focus: The Chemical Sector

Arnie Lowenstein

September 2015

Arnie Lowenstein discusses the importance of portfolio strategy in executive suites and boardrooms. A fast changing world, shifting growth dynamics in key sectors of the economy and across regions, plus often conflicting views of value between management and investors place portfolio choices at the top of many management agendas


Strategic Transformation in European Food - Why and How

Strategic Transformation in European Food - Why and How

Christine Delivanis

June 2015

Times are tough in the European food sector, plagued by industry overcapacity, consumer price sensitivity, grocery price wars, and retailer pressure on manufacturers’ economics.  But taking six practical steps will help food and drink manufacturers find a path back to value creation.


Leading Through The Oil Glut

Leading Through The Oil Glut

David Roxby

April 2015

One simple idea has driven Oil and Gas strategies for the last decade. Now, with the industry facing a supply glut, and expectations this will last for several years, it is time for a new approach. David Roxby discusses the options available, beyond cost cutting, and why some strategies work better than others


The Digital Wealth Management Imperative

The Digital Wealth Management Imperative

Srini Venkateswaran

Contributing Author:  Kira Dubas

March 2015

Following the financial crisis, there is a wave of new startups that are trying to redefine or refresh traditional models of wealth management.  Their services are priced to sell, and traditional firms have not been able to deliver the quality of customer experience of these startups.  While some startups have been able to grow to a modest level relatively quickly, the question is whether they will be able to sustain this rapid pace of growth, and what more can traditional players do.


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