Chuck Lucier is a business "guru" who marries rigorous empirical analysis with theory to create sound, practical implications for business. His ideas have been featured in major business publications including the Wall Street Journal, the Financial Times, Fortune, Business Week, the Economist, and strategy + business. Chuck is Senior Vice-President Emeritus of Booz Allen Hamilton, where he consulted for 21 years. In 2001, Consulting Magazine selected Chuck as one of the 25 most influential consultants.
In strategy, Chuck is developing, publishing, and using tools to help companies create superior returns for shareholders. He has led more than 120 strategy consulting engagements. When Booz Allen created its two most recent strategies, Chuck led the engagement team.
One of the first five CKOs in the world, Chuck helps companies gain greater advantage from their knowledge. His publications and speeches not only highlight the challenges in capturing the value from knowledge, but chart an effective path.
Recently, Chuck has begun to research the causes and consequences of CEO turnover. Replacement of the CEO and other managers, far more than compensation, is the mechanism that investors use to focus management upon the creation of superior returns for shareholders.
Chuck helps companies create corporate, business unit, and marketing strategies that deliver superior returns to shareholders. The typical issues addressed include: growth strategy, portfolio restructuring, acquisitions, spin-offs, strategic alliance negotiation, branding, commercialization of new products, pricing, management of distribution channels, and development of "solutions" businesses. In addition, Chuck helps clients replace traditional strategic planning processes - long on planning and short on strategy — with more effective strategic action processes, and leads "breakout strategy" processes for clients interested in more fundamental change in their business.
Chuck’s starting point is the extraordinary growth in earnings and revenue required to create above average returns for shareholders — growth in earnings and revenue far faster than the growth of the overall economy. Superior returns to shareholders occur in every industry: industry growth and industry "attractiveness" are both unrelated to shareholder returns.
The foundation of superior returns for shareholders is operating performance for customers that is 30-50% advantaged over competitors. More than 80% of the time, the advantage in performance for customers is grounded not in a strategy that’s innovative and new to the world, but rather in a strategy that has proven to be powerful in other industries and is being adapted to this industry—like power retailing (which has transformed 14 retail industries) or bypassing a step in the value chain (like Dell or the Frito-Lay Division of Pepsi). Two increasingly popular strategies are: an innovation magnet like Pfizer and solutions like IBM ("Solutions to Symbiosis", "Climbing Up the Value Ladder").
Among Chuck’s other recent publications about strategy is a review of the best strategy books published during 2002, and lessons learned from all of the spin-offs of divisions during the 1990s.
Building both on his experience in leading Booz Allen’s award-winning knowledge program and an analysis of more than 100 knowledge programs, Chuck helps companies to better manage their knowledge and to create a learning organization. He has also assisted several of the leading corporate universities to increase their effectiveness.
In addition, Chuck helps companies gain strategic (competitive) advantage from knowledge. Although creation of a learning organization and better management of knowledge can improve a company’s bottom line, they do not produce competitive advantage. To realize competitive advantage, a company has to rethink its intellectual division of labor and fundamentally improve the economics of its creation and use of knowledge.
Knowledge is effectively created and used in one of three "natural knowledge models". Companies build competitive advantage either by optimizing use of one of the models, or by shifting from a relatively high cost (although flexible) model like the "who model" to a lower cost, most scaleable "how" or "what" model.
The result of an enhanced intellectual division of labor is a dramatic reduction in overhead, changes in processes and a redefinition of people’s jobs, and outsourcing of additional knowledge-driven activities.
Chuck and his principal co-author Jan Dyer have also recently published a review of the best books about knowledge.