The difference between a training program and a Marketing Academy — and why it matters more than most CEOs realize.
Acumen helped kickstart the Gokongwei Group’s transformation journey, and ten years from now, we will view this partnership as critical part in making the Gokongwei Group a much more customer centric, agile and digital organization.
CEO
JG Summit Holdings, Inc.
We truly appreciate the thought leadership that Acumen provided on brand strategy, customer understanding, and go-to-market. We value the team’s convictions that balanced customer-centricity and business impact considerations. Our lively debates challenged us out of our bubble and comfort zone. Acumen's speed, flexibility and agility is also something we really appreciated. Perhaps the best reflection of our feedback is our intent to continue working with them moving forward.
CMO and Managing Director for Consumer Business
PayMaya Philippines
Acumen provided us with a clear framework to re-look at our business with fresh perspectives. The output was clear and actionable. Their facilitation and workshop design was agile and responsive to the needs of the business and the profile of the participants.
Managing Director/Chief Marketing Officer
Universal Robina Corporation
Value adding partner we needed to lay down the foundations of our transformation program. We needed an objective third party to assess and help us chart our way forward
Chief of Staff and Project Lead, Enterprise Transformation Initiative
JG Summit Holdings, Inc.
Tanduay is already Number 1 worldwide in the rum category. We would like to thank and acknowledge Acumen for being part of this success.
Marketing AVP
Tanduay
How to accelerate growth and achieve success for a 75-year-old company in these new and challenging times is a daunting task. But engaging Acumen was one of the best first decisions we made as a company. Their expertise, knowledge and skilled approach in helping us define an ambitious strategic direction, the respectful and collaborative process in which they engaged our leaders, and the output derived from the thorough and well-facilitated sessions certainly added much value in helping to set the company's trajectory towards long-term success, sustainability, and industry leadership.
Vice President, Corporate HROD, Design Services and Corporate Communications
Pascual Laboratories
Insights
The hardest part of strategy is rarely generating options. It is narrowing them. A leadership team can usually name more worthwhile things to do than it has the capital, attention, or time to do well, and the work that separates a real strategy from a long to-do list is the discipline of distilling those many demands into a few priorities the whole organization can carry. BPI MS Philippines, the non-life insurance joint venture of BPI and Mitsui Sumitomo, came to Acumen facing exactly that challenge. It is a situation most multi-department organizations recognize. When teams are not aligned, the instinct is to add — another initiative, another goal, another committee to coordinate the others. The harder and more useful move is to subtract: to decide which few priorities the organization will actually pursue, and to make those choices in a way the whole leadership team can stand behind. That is the work this engagement set out to do.
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