In this video, Reshma Ramachandran, former transformation executive and current board member of Fortune 500 and FTSE 250 companies, shares her decades of experience, insights on the CEO's role during transformations, and key factors for leading teams to success.
The business environment just keeps getting tougher, but transformation is still an imperative. A new survey confirms that five measures can make a big difference in results.
Choosing which transformation projects are the most important is challenging for many senior executives. Three simple guidelines can help.
Only a third of corporate transformations succeed, but two early decisions can help you buck the odds. A new BCG series, “Transformation Revisited,” shows how.
The odds are stacked against leaders who manage major organizational changes. But those who model the behaviors they seek and are persistent, hypervigilant, and flexible can improve their chances of success.
If everything is a priority, nothing is a priority. What do companies focus on in the critical early stages to ensure a successful transformation?
Companies committed to becoming sustainable find that it can be a struggle to marshal their organization and people behind that goal.
When it comes to sustainability, senior leaders are shifting from ambition to execution—and that’s the hard part. Companies know they need to decarbonize and improve sustainability across their value chains, but often they struggle to translate that ambition into results.
Companies can gain breathing room to operate under stressful conditions; withstand the scrutiny of shareholders, creditors, and regulators; and pursue market opportunities.
Keep resilience on the transformation agenda. Change programs that prioritize growth, debt reduction, and operational flexibility realize the full value of resilience and build advantage for the next crisis.
To address disruption from COVID-19, companies need to reimagine their business models with transformation that both sustainably accelerates growth and generates shareholder value.
The coronavirus crisis brought renewed attention to the value of resilience. Our research shows that resilience has an outsized impact on performance, and companies can take certain steps to put it into practice.
How BCG helped Oi, a leading Brazilian telco, save more than $280 million by optimizing its procurement processes.
The brewing company’s president and CEO discusses its recent transformation—what spurred it, details of the implementation, and early results.
Pandora CEO Alexander Lacik describes the three-pronged turnaround program that helped his company revive excitement about the brand and reconnect with customers—while also radically reining in costs.
By staying focused and scoring quick wins in its companywide transformation program, a world-leading fleet-management company created unprecedented new value for employees, clients, and shareholders. Equally impressive, it transformed its culture—strengthening transparency, agility, and accountability throughout the business.
Analyzing massive data sets in real time, generating unbiased insights, enabling prompt course correction: an AI-based approach is powering up—and radically transforming—initiative management.
These technology initiatives can help companies generate fast, sustainable gains without the need for a full-scale transformation.
The real-world experiences of a business leader who has seen change efforts up close—while serving as CEO, board chair, and director at multiple organizations—point to five key priorities.
The pandemic was a threat to many businesses, but for transportation company Flix, it was especially difficult. Co-founder Jochen Engert explains how his team built a “war room” during the crisis and emerged stronger than ever.
Jochen Engert, co-founder of the transportation company Flix, discusses the importance of envisioning future scenarios and preparing for what that landscape will look like in this short interview.
