Digital Technology Consulting: Navigating the Digital Landscape

Staying competitive and relevant are two key issues on the minds of senior leaders and boards of directors. The rapid evolution of technology plays a pivotal role in addressing these two issues. To successfully navigate the digital landscape, leadership teams turn to digital technology consulting firms like Group50^® Consulting. They do so to …Read More

1. 1. Identified large growth opportunity in a downward market.
   2. Market study on how to differentiate in the market through supply chain.
   3. New business and supply chain strategies.
   4. Defined strategies for leveraging installed base.

…Read More

As consultants and advisors our mission is to provide services to our clients that help them resolve issues in their business, positively impact their business performance and improve their corporate Culture. By taking a holistic view, we can increase the breadth of our services which will increase both short term and long-term revenues. Often, it isn’t obvious to us what the potential broader impact of our work is, or how our services can be broadened to have a greater impact. By considering the elements of the Business Hierarchy of Needs^®, we can optimize our efforts with laser sharp focus on fixing client issues, improving client performance, and increasing the scope of our work. The Business Hierarchy of Needs^®, a change management framework shown below,
…Read More

The economy is troubling everyone again.  It is unclear how deep the recession is going to be, but it is obvious that demand is declining and many of our clients are continuing to see supply chain issues. I expect to see another lead and lag between demand and supply over the next 8-12 months, so here we go again.

You and your team are probably trying …Read More

Supply chains are the heart and arteries that drive a company’s strategic success.  From raw materials through the full life cycle of the product or service, lean supply chains have constantly changing requirements and have been significantly challenged with the frequency of massive disruptions.  The Supply Chain Hierarchy of Needs™ provides a framework for …Read More

These statistic from Boardview.io should cause pause to all senior leaders:

“80% of leaders feel their company is good at crafting strategy but only 44% at its implementation”

To make matters worse, they also report:

10% of organizations achieve at least two-thirds of their strategy objectives, with 36% achieving between 50%-67% and 54% achieving less than 50%

I have no reason to doubt these statistics based on what we see in our consulting work. The primary reasons for this are: …Read More

Cost Takeout vs. Cost Reduction: A Strategic Approach to Maximizing Profitability

Cut Costs the Right Way—Without Sacrificing Business Growth

Every company looks for ways to reduce costs, but not all cost-cutting strategies are the same.

At Group50® Consulting, we specialize in Cost Takeout as a Strategy—a comprehensive, multi-phase approach that eliminates unnecessary expenses while optimizing business performance.

Unlike short-term cost reduction projects, Cost Takeout is a structured business transformation initiative that restructures operations, redefines strategy, and enhances long-term profitability.

What Cost Takeout IS NOT

Before we dive in, let’s clarify what Cost Takeout isn’t:

A one-time cost reduction project – Cutting costs in a single product, process, or activity is not a strategic approach.

Continuous Improvement (CI) – CI helps reduce costs incrementally over time. Cost Takeout is an immediate, high-impact initiative.

A short-term fix – True Cost Takeout fundamentally reshapes your organization for long-term profitability.

If your leadership team is thinking about a bold move to optimize your cost structure, you need a structured and strategic approach—not just another cost-cutting exercise.

The 3 Phases of a Successful Cost Takeout Strategy

A well-executed Cost Takeout program follows three critical phases, each designed to eliminate inefficiencies, optimize resources, and enhance profitability.

Phase 1: Strategy Definition

• Clarify the Most Important Goal (MIG) – Define the overarching business objective that will guide all cost takeout decisions.
• Develop cost takeout strategies and success metrics – Establish key performance indicators (KPIs) to track progress.
• Create a Cost Takeout Steering Committee – Align leadership and cross-functional teams for maximum impact.
• Design the Cost Takeout Assessment Roadmap – Map out areas of opportunity and prioritization.
• Assign specialized assessment teams – Identify experts who will drive cost takeout initiatives across the organization.

Phase 2: Near-Term Cost Takeout – Assessment & Analysis

In this phase, we identify areas where costs can be reduced without harming business performance:

• Resource redundancies – Optimize roles and eliminate duplication.
• Overhead and fixed costs – Streamline expenses to improve profitability.
• Marketing and advertising ROI – Identify high-impact channels and cut underperforming initiatives.
• Software and hardware costs – Evaluate IT investments and eliminate waste.
• Supply chain costs – Reduce purchased materials expenses and renegotiate contracts.
• Unprofitable products/customers – Exit low-margin areas to focus on profitable growth.
• Geographic footprint – Assess real estate, distribution, and expansion strategies.
  Organizational design – Ensure the right structure and skillsets are in place.

By the end of Phase 2, leadership will have a clear roadmap for optimizing business operations, reducing costs, and enhancing profitability.

Phase 3: Long-Term Implementation & Business Transformation

This phase focuses on sustainable cost optimization and strategic business transformation:

Redesign the business model – Optimize operations for long-term efficiency.
Reallocate resources to mission-critical initiatives – Invest in areas that drive growth and differentiation.
Outsource non-core activities – Partner with vendors who can handle non-essential functions at a lower cost.
Rationalize product & service offerings – Focus on the most profitable mix.
Leverage digital transformation – Use technology and automation to drive efficiency.
Reorganize & restructure – Align teams and functions with the company’s long-term vision.
Renegotiate vendor contracts – Secure lower total cost agreements and improve supplier relationships.
Revamp inventory management & supply chain footprint – Reduce waste and optimize logistics.

This phase ensures that cost savings don’t just happen once—they become a permanent part of the company’s financial structure.

Why Cost Takeout is a Strategic Business Transformation

Many companies implement cost reduction efforts, only to see costs creep back up within months. Why?

Because most cost-cutting efforts don’t address the root cause of inefficiencies.

A successful Cost Takeout strategy requires:
Full commitment from leadership – This is not a side project—it’s a company-wide initiative.
A holistic, “Wall-to-Wall” approach – Every function and department must be aligned with the cost takeout plan.
A clear Most Important Goal (MIG) – Every decision must be tested against the company’s strategic objectives.
A structured methodology – Cost takeout must be systematic, data-driven, and results-focused.
A well-designed change management strategy – Without proper execution, cost savings won’t stick.

Group50’s Business Hierarchy of Needs® ensures that cost takeout strategies align with broader business goals—delivering sustainable, long-term impact.

Why Now? The Urgency of Cost Takeout in Today’s Business Climate

• Recent economic shifts have forced companies to rethink their business models:
• Scaling down during economic downturns.
• Rapid expansion during recoveries.
• Now—normalizing business performance in a new market reality.

Companies that act NOW will position themselves for stronger profitability, greater resilience, and long-term competitive advantage.

But getting it right requires expert guidance.

Work with the Experts in Cost Takeout Strategy

At Group50® Consulting, we have perfected the art and science of Cost Takeout. Our proven methodology has delivered double-digit profitability improvements for clients across industries.

• We help companies make the right cost takeout decisions.
• We design customized programs that minimize costs while optimizing strategic performance.
• We work alongside your team to ensure seamless implementation.

Get Started Today—Maximize Profitability with Group50®

Cost Takeout isn’t just about cutting costs—it’s about building a leaner, more profitable, and strategically optimized business.

📞 Call a Group50® Cost Takeout Expert today at +1 (626) 644-9746
📩 Email us at info@group50.com

Schedule a Meeting with our Subject Matter Expert

Group50^® – Helping Companies Achieve Sustainable Profitability Through Smart Cost Takeout Strategies.

About the Author:  Jim Gitney is the CEO and Founder of Group50^® Consulting, and the author of “Strategy Realized – The Business Hierarchy of Needs®” which summarizes a framework for successfully defining and implementing transformational strategies such as cost takeout (You can find out more about the book and acquire a copy by clicking on the image to the right).

Founded in 2004, Group50®consulting is focused on working with middle market companies to significantly improve their productivity by leveraging people, process and technology as part of a company’s strategic plan.  Restructuring and Cost Takeout in manufacturing are Group50® specialties.  Group50® consists of consultants who have spent their careers in corporate America learning how to optimize businesses.

 We specialize in working with senior leaders to develop and implement programs that leverage people, process and technology to optimize business performance.

A lot has happened since the creation of blockchain in 2009, including the great hype of 2014-2017, when hundreds of books were written and blockchain was continuously in the news – At that point, more of a fantasy than a practical business reality.  Over the last few years, blockchain systems have matured and are going mainstream with companies now accepting cryptocurrencies for payments, issuing fungible tokens for digital assets, and notable companies such as Maersk, IBM, Walmart, and others having implemented blockchain in their supply chains.  Just as the internet was in its infancy in the late 90’s, …Read More

Growing a business is not as simple as applying a sales formula or launching an innovative product. The approach for growth changes as your business evolves through its business life cycle. Each time a company doubles in size, it hits an inflection point: a time in a company’s life cycle where its people, processes, and technologies are struggling to support the business.  When that happens, …Read More

We recently worked on a project that required the integration of two $30M companies. Both had grown to this size in a short period of time and had systems that supported their individual sizes relatively well. When the two were combined, they pushed across an inflection point. An inflections point is when a company’s systems, business processes and organization structure are struggling to support the size of the company and are incapable of supporting future growth to the next inflection point. …Read More