Management Consulting

Canback is the world leader in management consulting based on predictive analytics. Our predictive analytics approach allows us to achieve results faster, with higher precision, and at a lower cost than traditional management consulting firms. This is particularly true for marketing strategy and product/market assessment issues.

Our forte is to help Fortune 500 clients describe the unknown with facts and accuracy rather than describe what is already known with ever increasing detail. We do this with the dual goal of being “managerially relevant — analytically robust.”

We routinely win projects against the largest management consulting firms in the world. Our perspective on the management consulting industry is found in the article The Logic of Management Consulting“”by Dr. Canback.

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Our clients typically retain us when there is significant uncertainty about how to succeed in a market. This often means working on opportunities in emerging countries where data is hard to find and markets have not yet settled into clear structures. Other times, it means working on revolutionary concepts or breakthrough products in the United States or Europe.

In both cases, Canback brings a unique combination of creative problem-solving, an ability to identify and collect valuable information globally and locally, and state-of-the-art statistical analyses.

Our consulting efforts are customized to the unique problem at hand, but we do not reinvent the wheel every time we address a problem:

  1. We always think in terms of what datasets are required to solve a problem. Combining our own and external databases together with consumer, expert, or trade surveys allows us to quickly build relevant datasets
  2. We walk the streets of the markets we analyze. Our in-country teams visit retail outlets, interview distributors, chat with consumers, and take photos and videos to illustrate what is going on. The resulting anecdotes and observations tell a story that gives context to the insights derived from hard analysis
  3. We never look at a market in isolation. We philosophically, and statistically, build pooled models over time and space. For example, to understand the opportunities for cellular services in China, it is necessary to understand not only China, but also India, Russia, South Korea, and 12-15 other countries today and in the past

Mission Statement


To help large corporations succeed around the world through collaborative development and execution of strategies, and optimized resource allocation, grounded in managerial relevance and analytical robustness


To build a firm recognized for its high-resolution viewpoints and intellectual leadership, without geographic, practice, and sector boundaries


To build an elite team of intelligent, energetic, and passionate people and position them to succeed through a culture of creativity and curiosity


The Correct View of Canback Consulting

Our goal is to create a complete revolution in management science and practice.1

The force at the core leading our cause forward are our consultants.2

The theoretical basis guiding our thinking is predictive analytics applied with high resolution and informed by on-the-ground market observations.3

We must have faith in our clients, and we must have faith in the firm. These are two cardinal principles. If we doubt these principles, we shall accomplish nothing.4

No consulting firm can possibly lead a great revolutionary movement in management thinking to victory unless it possesses revolutionary theory and methods and has an elite staff dedicated to the success of clients.5

In times of difficulty we must not lose sight of our achievements, must see the bright future and must pluck up our courage.6

The unity of our firm, the unity of our staff and the unity of our various offices—these are the basic guarantees of the sure triumph of our cause.7

Anyone, no matter who, may point out our shortcomings. If what is proposed will benefit the firm, we will act upon it.8

Large Management Consulting Firms Are Paper Tigers

The large management consulting firms are paper tigers. In appearance, the firms are terrifying, but in reality they are not so powerful.9

The contest for client impact is not only a contest of scale, but also a contest of theory, methods, skills, and commitment.10

Strategically we should despise our large competitors, but tactically we should take them all seriously.11

It is impossible to swallow an entire banquet in one gulp. We eat it mouthful by mouthful.12

Lacking our analytical approach, our competitors do not want to go deeply into complex matters, but like to draw simple conclusions.13

It is a characteristic of the situation today that the high resolution, analytics-driven approach converts clients to our revolutionary cause.14

Dare to Struggle and Dare to Win

Be resolute, fear no sacrifice and surmount every difficulty to deliver well.15

What is work? Work is struggle. A good consultant is one who is more eager to go where the difficulties are greater.16

Be united, alert, earnest, and lively.17

There are three alternatives. To march at the head of the management science revolution. To trail behind with no bravery or distinction, as running dogs. Or to stand in its way and oppose it. We choose the first.18

Consultants of our firm, be courageous, defy difficulties, and dare to win, client upon client.19

Monsters of all kinds shall be destroyed.20

Whole-Heartedly Serve Clients

All our consultants, whatever their role, are servants of the clients’ best interests.21

Every consultant must grasp the truth, “client impact grows out of the power to influence.” Influence grows out of superior analytics, practical thinking, and interpersonal skills.22

The firm must become one with the clients so that they see it as their own firm. Such a firm will be invincible.23

Nevertheless, we shall be independent and provocative and should avoid unnecessary work. This is in our clients’ interest.24

We should be modest and prudent, guard against arrogance and rashness, and serve the clients’ hearts and souls, as well as their minds.25

Train the Staff Through Practice and Theory

Reading is learning, but applying is also learning and the more important kind of learning at that. Our chief learning method is to learn on projects.26

We can learn what we did not know. We shall not forget what we already know.27

Where do correct ideas come from? Do they drop from the skies? No. Are they innate in the mind? No. They come from client practice combined with solid theory, and from this alone.28

Every quality manifests itself in a certain quantity, and without quantity there can be no quality. We must attend to the quantitative analysis aspect of every problem.29

Avoid bourgeois management thinking except when it adds value. Learn to be gracefully provocative.30

Big ideas are the easiest things in the world, because people can talk as much nonsense as they like without basing it on objective reality. High resolution, analytically driven problem-solving, on the other hand, needs effort. It must be based on and tested by objective reality.31