BU-Head | Regional MD
When your BU mandate is clear, but
not where you truly win.
Which segments, use cases, channels and sub-regions deserve priority — and which only tie up resources?
For BU-Heads, managing directors of group subsidiaries and regional managing directors who must decide, within an overarching group strategy, where their own mandate can grow disproportionately.
Market model turned into market logic
Growth fields in the mandate made comparable
Focus and resource decision
01
How to tell this decision is still open
Typical symptoms
- Group strategy is set — but within your mandate, segments, use cases, channels and sub-regions compete for resources.
- Every region has its own truth — recovery, technology shift or regulation are debated, but not assessed in one consistent market logic.
- Growth and margin are expected at once — yet the resource allocation can’t yet be justified robustly to the group, board or management.
Risk if nothing is decided
- Resources flow into historically strong or loud fields — not necessarily the fields with the highest potential and a real right-to-win.
- The BU delivers growth with unnecessary scatter: profitable opportunities are opened up too slowly, weak segments carried too long.
02
Decision value
After roughly six weeks you have a robust basis for where you can win disproportionately within your mandate, where you should merely swim with the market — and where you deliberately don’t invest.
This makes your BU mandate steerable —
across segments, use cases, channels, sub-regions, initiatives and resource allocation, consistent with group strategy yet sharp for your own remit.
