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At The Xavier Group, since its founding in 1981, strategy has always been core to our business. It drives our insights, our leadership, our forecasts, our methods and analytics, our people, our thinking, and our means to grow.

Is strategy that kind of “fundamental core” for you? If not, why not?

If you just haven’t given it a lot of thought … or if you’ve only seen strategy as a “plan to meet goals” (plans and goals are actually ‘TACTICS’ that aid “execution”— they are driven by a sound strategy — BUT, plans and goals are NOT STRATEGY!), we can work with you, (as we have for over 37 years for our customers in every industry).

Ponder this. …

“Strategy,” wrote Thucydides in 404 BCE, “is based on the overthrow of an opponent, or at least in the exhaustion of his resources and hence the ending of the conflict with his surrender or retreat.”

“Therefore, leaders must wrestle with how they should best bring their strength’s to bear on the enemy’s weakness, so as to overcome the enemy either by overthrowing them, or by forcing them to exhaust their resources; and they must do this insightfully enough, so while at the same time they do not exhaust their own critical and necessary resources.”

That ancient advice on what real strategy is, should have as much impact on your developing a strategy in the 21st Century, as it did 2,500 years ago when the Athenian general proscribed it. Does Thucydides’ advice reflect (even in generalties) how your organization thinks about its strategy? Maybe, you don’t see yourself as competing against rivals in what you do or see them as “the enemy” — maybe you feel the enemy lies within in wasteful practices and procedures. If that’s the case how does your strategy address that?

Think about it … even in non-profits, you compete for space, time, and/or finances with someone else, don’t you? You may not wish to overthrow your rivals (as until the 20th Century, strategy was primarily a process used by generals, politicians, and statesmen). But, in the vast majority of cases, organizations are not leading in their industry — so they really are in a battle to seize resources that sustain your organization and remain surviving. Isn’t that closer to your situation? — and do you have a strategy to ensure that you will continue to address such issues?

What keeps you up at night? Change in the 21st Century is quickening — even as product/service lifecycles are rapidly shrinking. Understaning how this effects you is essential to your survival!

Let us help you. Xavier will assist you in improving your organization with “true” strategies — based on intimate knowledge of your operations discovered through analyses, your supply chain of resources acquired through the latest advanced analytics, and through recommendations on how you can best use digital strengths and new technologies to seek out new, untapped markets. The Xavier Group will help you deliver results and pinpoint opportunities that exceed expectations for growth and profits in new and in existing areas.  We can also help you create the right disruptive innovations that will optimize the use of your resources, and set your. organization apart from its rivals.

Our breadth of expertise in forecasting, futures-research, and in product/service lifecycles, proprietary tools like Xavier Chronometrics®, and years of experience serving as consultants to over 750 organizations from Fortune 300s to the smallest start-ups — in manufacturing, healthcare, information technology, communications, and business services — make us uniquely suited to advise you on which fine-grained combination of segments and markets will create the most value specifically and pragmatically for you. We want to help you grow and profit.

Are you ready? Or are you too busy “putting out day-to-day fires” to give anything else much thought?


By 2020, the Internet — a core technology within almost every organization will grow from 9 billion nodes in 2017 (for a global population of 4.5 billion people) to “over one-trillion nodes” — (and you think cybersecurity is a priority issue today!) Meanwhile, one-third of all traditional jobs will be dropped due to digital disruption, machine learning (AI, robotics, IoT), extreme shifts in supply chains, materials, and resources, and most importantly — an economic shift from the cores of capitalism based on dealing with scarcities, to a more universal “economy of abundance.” Having too many employees will not allow you to compete. Having to few employees will also not allow you to compete. How will you address upcoming resource shortages, and/or future shocks to society and the economy? What should you be focusing on today, to get through these monumental shifts?

These paradigm shifts began in the 90’s, grew rapidly in the first decade of the 21st Century, and attained a tipping-point in 2014 with disruptive innovative breakthroughs in neuroscience (neural networks, biomimicry), materials (graphenes, powders, and meta- and nano materials), advanced manufacturing (brilliant factories), artificial intelligence/robotics (autonomous thinking machines), and new ideas (sharing, no-frills economics, low-cost/customer-driven/high value things, gig workers) from the expansion out of the Great Recession of 2008.

By 2040, over one-half of all traditional jobs will disappear. And, yet, though all of this the velocities of change and convergence will continue, and customer-driven organizational expectations will increase a hundred-fold.

NOTE: Before any major transformation takes place, a paradigm shift goes through around a 30-year period of incremental transitions — that for survival it is inherent that you keep up. However, once a tipping point is achieved, usually within five-years a total transformation sets in. To survive, it’s now time to take that risk.

Thus, today, Transformation is Essential

Readiness and investment for a transformation to where the “nature of things takes center stage” and products, services, places wake up — no longer being the external tools we’ve grown accustomed to — but rather being the core fabric that establishes our livelihoods is essential in today’s highly-volatile and quickening environments. Even an organization at the top of its market must be poised for radical change if it hopes to stay ahead.

“Overcoming aversion to risk, and/or being nurtured by hopeful words without follow-up ownership investments in actions, are perhaps the most important characteristics of digitally maturing cultures. Without such maturity, the increase of total failure monumentally increases,” the MIT report’s authors wrote. “It takes more than the right words, publicity, and thematic programs to overcome this. The successful leaders  have conquered this cultural barrier by encouraging their organizations to experiment and accept the risk of failure – approximately 71% of digitally maturing organizations versus some 29% of early-stage start-ups. Yet, even in understanding this and investing to avert future failures, the study suggested that senior executives failed to understand the ramifications of the shift — and the desperate need to personally involve and understand why digitization must become a core value of all ongoing strategies, why it must be wholly-understood throughout the organization, and why digitization must no longer be delegated to narrow operational silos, like IT or other business units.”

The study found that across all levels of digital sophistication, those surveyed found an overall need for more bravery when it came to modernizing their companies and agreed that business leaders needed more of an “experimentation mindset” (61%) and “risk-taking attitude” (55%) to drive transformation, and that this new mindset may force all organizations to act beyond their comfort zones.

Providing Comprehesive Strategy Solutions for over 37 years!

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Today, when you ask most executives what they would to accomplish during their tenure, they’ll most likely respond with a number of things, with uncertainty, or with a comment that goes something like this: “Continued growth — even in uncertain times — and  to see the ongoing success of their organization weighed by ROI, ROE, ROA, and profitability.” Some then may even pull out charts that had been buried in quarterly reports, that almost always look like this …


What’s wrong with that picture? Plotting charts like the one shown may show a statistical curve rising to the top, and meeting all shareholder needs, but when reality sets in, it only amounts to a narrow, anecdotal view of what is really happening within the organization and in the larger society which it serves. Business schools focus way too much on financial health, and drive organizational leaders to believe superficial charts and graphs that generalize everything to assure that “goals, objectives, and desired outcomes are met — or at least  they are held out in a measurable way so one can think they are successfully progressing. In reality, a much better charting and graph of operational activities to show startegy at work would look more like something that looks like this …


This graph more accurately shows the performances of the company based on strategy, it also shows where the majority of resources are clustered, and where the largest advancements toward desired outcomes are appearing, but also where two to four potential shifts may occur in the future if the current strategy is maintained. This more realistic and holistic view of the organization provides much better intelligence on the operation so that the wise executive can quickly make the smartest decisions. That’s what our style of  strategy provides — and that’s what we’ve been giving clients for three-and-a-half decades.

So, where are you really, in meeting your strategy, your mission,a nd your vision today? By performing deep situational analytics and then formulating the right balanced forward-thinking strategy deployed through a process of dynamic strategic management will ensure success in meeting or exceeding them. That’s when you know you have a good strategy. And, that’s what Xavier assists you in doing!

To do that, an organization needs “to act” on more than just the day-to-day tactical concerns. An organization needs to script its critical moves, remove ambiguity, and understand the course by which external factors will eventually impact the plans they are working under. “An organization needs to meticulously map out a course based clearly on how they’ve positioned their resources, and continue to function with a consistent, yet dynamic, core strategy that employs political, economic, social, psychological, and labor forces to achieve maximum support for decisions, policies, and methods — so as to meet the competition under the most advantageous conditions, at all times, and they need to passionately use it to drive all organizational models and their decisions.

Since 1981, The Xavier Group Ltd. has helped organizations do that by providing senior executives, and decision and policy makers, with consistent and comprehensive information, with planning and organizing assistance, and with collaboration, decision-support, implementation, and training support all created to get you pointed in the right direction … and keep you there!

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