Most organizations recognize that geography is a key driver of corporate performance

Most organizations recognize that geography is a key driver of corporate performance. Yet many maintain ineffective and inefficient footprints that can hamper talent attraction and retention, increase operating costs, reduce operating flexibility, overexpose them to risk, and depress shareholder value. Geographic variables such as operating flexibility, talent availability, operating costs, risk, or tax regulations can change quickly. Mergers and acquisitions generate additional footprint complexity, often yielding overlap in some geographies and underrepresentation in others. By enhancing “locational awareness” and holistically evaluating the corporate footprint, companies can more efficiently position assets in the right place at the right time and strike a balance between market access, talent availability, risk mitigation, and cost containment.