Introduction
After 15 years as a specialized advisory firm in the Transport, Freight Forwarding, and Logistics (TSL) sector, we undertook a thorough categorization of various strategic projects within our clients’ and partners’ corporations. This analysis led us to a rather intriguing discovery. Regardless of whether the projects were global in scale, involving multi-billion-dollar giants operating in over 100 countries, or smaller in scope, focused on companies active in a handful of markets or niche specializations with revenues under €100 million, we observed certain recurring patterns and starting conditions.
These companies often found themselves caught in certain „traps” before we were engaged to intervene—whether through advisory projects, Executive Search initiatives, M&A strategies, or post-merger integration consulting.
The Traps
In brief, these „traps” (which simultaneously represent the challenges faced by these corporations) can be categorized into one or more of the following 12 points:
- The “Me Too” Trap – Blindly imitating the top competitor or a company perceived to “lead the business” within their industry (a frequent behavior in traditional freight forwarding markets).
- „The Grass is Greener” – Completely succumbing to the influence of fashionable initiatives (often promoted by large consulting firms) without any rational deliberation about their actual relevance or benefits.
- „We’ve Always Done It This Way” – Resistance to new strategic options, often due to stagnant leadership, nostalgic for the past, or the lack of fresh ideas at the boardroom level.
- „We Know What the Market Expects” – Assuming the company understands the market and customer needs without conducting proper research or analysis.
- „Too Busy for Strategy” – A common issue in logistics firms, where day-to-day operations dominate, leading to a mentality of “doing eats thinking.” This often misleads management into believing that execution alone suffices, neglecting the need to adapt the business model to new market realities.
- „For Elites Only” – Restricting the conception and execution of strategic changes to top management while excluding the broader organization.
- Mini-Revolutions by Controlling – Minor budget optimizations (e.g., a 5% improvement over the previous year) are misleadingly labeled as strategies.
- The „Beautiful Formalism” Trap – Often observed in companies whose owners supposedly decide, for instance, to sell the business but only commit halfway. This indecision results in formal involvement from lawyers or academic advisors (e.g., a respected professor with no experience in large-scale business transformations), while neglecting effective actions like hiring industry specialists. Without starting, there can be no finish—and this trap often carries costly consequences.
- Paralysis by Analysis – Organizational aversion to risk leads to an excessive focus on minutiae, such as analyzing “pen costs,” while losing sight of what truly matters.
- „Strategy as a Compromise” – Efforts to satisfy all stakeholders before enacting strategic change lead to delays in critical decision-making. Instead of progress, time is wasted attempting to appease everyone, undermining the organization’s optimization as a business.
- „A Good Plan on Paper” – A failure to implement strategies, which are either discarded or left on the CEO’s desk, celebrated only as theoretical achievements without practical execution.
- The „Cultural Ignorance” Trap – Particularly common in M&A projects (and observed in some Executive Search mandates), where organizations representing different cultural spheres fail to recognize the critical importance of conducting cultural due diligence and planning integration as a core priority rather than an afterthought. This trap often results in billions in losses and the demotivation of thousands of employees due to the sudden clash of business cultures post-merger.
A Universal Challenge Across Markets
Interestingly, these challenges manifest with similar frequency in diverse markets, ranging from Austria, Germany, and Poland to Russia, Turkey, Kazakhstan, China, and Vietnam. While some of these are considered top-tier logistics markets, others hold emerging status.
How to Avoid the Traps?
Addressing these issues requires an individualized approach, one that begins with an analysis of the company’s specific situation conducted by experts with deep market knowledge, insights into the key drivers of success, and an understanding of the risks associated with transformation. Offering generalized solutions or magical roadmaps to help companies increase market value, enhance client satisfaction, and boost managerial performance would be unrealistic here—such remedies simply do not exist.
However, what remains ever-possible is open dialogue based on Trusted Advisory principles, supported by market experts familiar with the specific industry in which the company operates.
Christoph Szakowski Managing Partner, Logcon East A consulting and executive search firm specializing in the Transport, Freight Forwarding, and Logistics sector, with a 16-year track record of delivering success for the clients.
