Avoid a fixed allocation of resources between core products and new initiatives. Instead, treat the investment mix as "seasonal." Periodically and purposefully reassess the balance based on the most pressing business needs—whether it's stabilizing the core for large customers or pushing aggressively into new markets for growth.

Siemens navigates its immense scale through a three-dimensional matrix of businesses, regions, and industry verticals. Critically, the primary axis of power and P&L responsibility lies with the global business units, not geography, though this model adapts for certain divisions.

To define Ideal Customer Profiles (ICPs), go beyond analyzing past data. Use the Analytic Hierarchy Process (AHP), a statistical method where the executive team weights criteria and scores potential markets. This forces a rigorous, data-driven prioritization of the most promising customer segments.

Don't let your strategy map be a static document. By adding performance indicators to each theme and its dependencies, it becomes a dynamic dashboard. This allows leaders to instantly see which parts of the strategy are struggling and what the downstream impacts will be.

Combining strategy, M&A, and integration under a single leader provides a full lifecycle, enterprise-wide view. This structure breaks down silos and creates a "closed-loop system" where post-deal integration performance and lessons learned directly feed back into future strategy and deal theses, refining success metrics beyond financials.

In a multi-product company, horizontal teams naturally prioritize mature, high-impact businesses. Structuring teams vertically with P&L ownership for each product, even nascent ones, ensures dedicated focus and accountability, preventing smaller initiatives from being starved of resources.

After defining strategic themes, link them visually in a "strategy map." This map reveals critical dependencies (e.g., product goals depending on hiring the right skills), forcing a holistic planning process that accounts for necessary precursors and prevents siloed execution.

To fight misalignment, use a "metrics one-pager." This exercise visually connects the highest-level business goal (e.g., revenue growth) to the key product metrics that drive it, and then down to specific team initiatives. It creates a clear, hierarchical map that justifies all product work.

Milliken visualizes its core capabilities (geography, tech, channels) on a "spider map." This identifies near-adjacent growth areas, building conviction for deals based on strategic fit and growth potential ("soft synergies") rather than cost-cutting ("hard synergies").