Omniton's Philosophy

How we work for you

 
As a company, our strategy is to work closely with a select group of clients to help them develop a sustained competitive advantage and drive improved bottom-line results. We pursue a limited number of deep relationships with clients facing high stakes issues that demand a rigorous, in-depth, analytically intensive approach. These issues are typically complex, involving a rapidly enduring competitive landscape and shifting economics which have ramifications throughout a business.

Our approach involves very detailed yet pragmatic business modelling for strategy development and execution. We develop data-driven quantitative analyses with a 'business economics' orientation, which isolate the core cost, revenue, and profit drivers and enable senior managers to focus on the key variables that will distinguish between competitive success and failure.

Every business has its own value architecture. The sources and levers of enterprise value are different from business to business and change over time. While insights into conceptual value drivers are always interesting, we believe every business needs a quantitative understanding of its value architecture. Our approach is based on four key observations:

1. Profits are made in the field, not in the boardroom, and the sources of profit are usually found at the intersection of the dimensions that all businesses worry about: customers, products, geography, functions, process, organisations and technology. As a result, there is a need for a granular build-up of detailed information from the deepest levels of an organisation. Management by averages leads to below-average performance.
    
2. Effective decision-making and execution depends critically on getting real and relevant data. Accounting data are frequently unavailable at the required level of detail, and there is a need for solid internal and external economic data if sound conclusions are to be drawn.
    
3. Business economics are invariably non-linear; 80/20 rules exist everywhere, and it is vital to identify the specific segments that support enterprise value.
    
4. The world is constantly changing, and historical drivers of cost, revenue and profit may be a poor guide to the future. Where change is dramatic and discontinuous, conventional industry wisdom rapidly falls down. Consequently, fundamental analysis of business economics, both past and future, is crucial. Our output is pragmatic and programmatic and tied to value creation.