Merger and Acquisition (M&A) are two strategies that may appear similar but have different essences. A merger occurs when two companies combine to form a new entity with shared identity and ownership.
Meanwhile, an acquisition is a process in which one company takes over another, either by purchasing a majority of its shares or all of its assets.
In practice, SCM is a grand strategy that ensures all processes, from procurement, production, and distribution to after-sales service operate in alignment and efficiency. SCM functions as a connective framework among multiple stakeholders with a shared goal: to create value at every point in the chain. Each movement of goods must be accompanied by accurate and timely information flow. Without this, business decisions become reactive, fragmented, and high-risk.
A Business Continuity Plan (BCP) is a structured strategic framework developed by an organization to ensure that business operations continue even in the face of major disruptions, whether internal or external. Its main purpose is not only to serve as a recovery option but also to maintain the company’s vital functions with minimal impact.
Good corporate governance (GCG) builds on the principles of transparency, accountability, responsibility, independence, and fairness to guide how companies managed effectively.
According to the international standard ISO 31000, risk management is a process integrated into corporate governance, business strategy, and operational planning. This means risk management is not a standalone activity, but rather embedded into every business decision—from operational level to top management.
The adoption of the New York Declaration by the UN General Assembly marks an important step toward peace and stability in the Middle East.
A Standard Operating Procedure (SOP) is an official document that contains standards, instructions, or steps that must be followed by every individual in an organization. Its main purpose is to create order so that workflows are carried out according to established standards, without relying on personal interpretation that often causes delays or disruptions in the process.
Operational efficiency is not a one-time initiative; it is a continuous process that should be embedded into the organization’s culture. With this approach, companies are able to maintain stability, strengthen competitiveness, and maximize the value of every operational decision.
Networking in consulting is not just about building relationships—it is about creating a long-term foundation that can sustain professional growth. A strong network enhances credibility, opens doors to new collaborations, and positions consultants as trusted partners in diverse business environments.
Restructuring is often compared to a “major surgery” for a company. The methods may vary: some focus on financial health, others on organizational design, and some on realigning business strategies to remain relevant. Yet, the overarching goal remains the same — ensuring the company stays adaptive and competitive amid constant change.
