Senior Advisor, Sr. Partner Emeritus
When demand is high, the bar is low. Almost everybody can get over it. But in leaner times, the bar rises, and only the fittest competitor can clear it. We need to choose more carefully where and how to compete....The first set of choices concerns where to compete. It requires understanding the competitive landscape....The second set of choices concerns how to compete. It requires exploring alternatives to the current way of doing business.
Larry Shulman joined Boston Consulting Group in 1979. He is a former global leader of BCG’s Strategy practice. For ten years, he was managing director of BCG’s Chicago office and the North American Central region system of Chicago, Dallas, and Monterrey. He has also been responsible for BCG’s operations in Australia and Latin America.
Larry’s extensive experience in managing diversified global businesses has focused on both corporate and business unit strategies. He has worked in a wide variety of industrial, service, and technology businesses in the past three decades. Larry’s clients include a number of the world's largest and most successful producers of capital goods. He has served as the client-service coordinating officer for BCG at two of the largest global capital-goods technology companies.
He is the coauthor of "Competing on Capabilities: The New Rules of Corporate Strategy," Harvard Business Review, March 1992.
Now’s a good time for leaders to borrow from the economic playbook of their commercial counterparts.
A select group of diversified companies outperform their peers in total shareholder returns, year in and year out. Here’s how they do it.
Capital equipment manufacturers are feeling the adverse effects of strategic decisions made 20 to 30 years ago. These companies must rethink which capabilities they need to own.