Diana Coelho

Co-Chair of EPP

Editorial Insights

Dear Pricing and RGM Community,  

Reading through the contributions to this edition, one idea kept coming back to me: perhaps the real challenge in pricing today is no longer finding the perfect answer. It is building organizations that can make good decisions when there is no perfect answer. 

For many years, our profession has pursued greater precision. Better data, stronger analytics and increasingly sophisticated technology have undoubtedly moved pricing and RGM forward. But the world in which we apply these capabilities is becoming harder to predict. Markets move quickly, data is not always complete, competitive signals can be misleading, and even the best models depend on assumptions that may suddenly change. 

The articles in this edition approach that reality from very different angles. We see why global RGM frameworks need to adapt to local market conditions, why crisis management should become part of our everyday pricing capability, and why AI only creates real value when it improves a meaningful business decision. We are also reminded that value-based pricing succeeds only when value makes its way into actual commercial decisions, and that revenue and margin alone cannot tell us whether our pricing system is working well enough. 

What connects these perspectives, for me, is decision quality. 

Good pricing increasingly means knowing when a model no longer reflects reality, which signals deserve our attention, where teams need freedom to act, and where governance needs to provide direction. It means learning from decisions while there is still time to adjust, rather than waiting for the P&L to tell us what happened. 

This is not purely an analytical challenge. It is about judgment, experience, collaboration and the ability of an organization to learn. 

And perhaps this is where our profession is evolving most. As technology becomes more powerful and accessible, our value will not come simply from producing better analysis. It will come from helping our organizations turn insight into better decisions, consistently. 

So, as you read this edition, I invite you to consider a slightly different question. Not only "What is the right price?", but "Are we building an organization capable of making the right pricing decisions as conditions change?" 

And this is also where I see the role of our profession evolving: from experts in defining price toward architects of commercial decision-making. 

I hope the ideas and experiences shared by our contributors help you reflect on that question, challenge some assumptions, and perhaps start a few new conversations within your own organization. 

Enjoy the reading!