
To Defeat an Activist Investor, Think Like One
The worst question an activist can ask is the one you haven’t thought about. With activism on the rise, leaders need to put their plans to the test and be ready to defend them.
The worst question an activist can ask is the one you haven’t thought about. With activism on the rise, leaders need to put their plans to the test and be ready to defend them.
BCG’s latest research finds investors increasingly bearish on the economy and the stock market—and they want businesses to focus on both liquidity and long-term advantage.
Companies’ transformation track records are mixed. Top performers unlock value quickly by focusing on changes that will improve profit margins and valuation multiples.
Companies can gain breathing room to operate under stressful conditions; withstand the scrutiny of shareholders, creditors, and regulators; and pursue market opportunities.
The best approach to zero-based transformation comes from treating all spending as investment and making the CFO a key strategist for generating value.
Companies can use the disruptive power of gender diversity to elevate innovation, resilience, and financial performance to new levels.
Sustainability has become inseparable from financial success, making finance leaders key players. Only they can hardwire this new priority into steering and performance management.
In an interview with BCG’s Jens Kengelbach, Altmaier points out that Europe has successfully overcome past crises. Nonetheless, it should accelerate efforts to mitigate climate change.
Companies can gain significant competitive advantage by investing aggressively in sustainability today.
Companies can no longer simply focus on maximizing total shareholder returns. To win, they must hone sustainable business models.
Learn how to choose and execute the right approach for your business’ success.
How are the companies in your industry doing?
Achieving ESG goals and building sustainability as a competitive advantage requires integrating technology and data from the beginning.
Legacy companies with strong digital capabilities are catching up with digital natives.
A successful transformation leads to increased profitability and strategic advances, as our latest survey shows. But not enough companies are getting it right.
In this series, we examine the disruptive forces that are bearing down on business leaders today, so that they can understand where opportunities exist amid the uncertainty.
In this pandemic year, leaders who embrace bold vision-setting, backstopped by robust analysis, can create a once-in-a-career opportunity to change the trajectory of their organizations.
For some companies, disruption is a risk to be avoided. For others, it’s an opportunity to be embraced. With better sensing, modeling, and planning capabilities, businesses can use upheaval as a catapult to success.
BCG’s global expert on scenarios and creativity, Alan Iny, takes you on a tour of four distinct and plausible future competitive environments—and offers perspectives on how to shape smart strategies in the face of uncertainty.
Conflicts arising from emotions are rarely about material issues like money or other matters of self-interest. These "soft" issues are often harder to resolve than the "hard" stuff.
By anticipating and addressing key issues, family owners can reduce risk, manage conflict, and promote prosperity.
The experience curve theory still holds, particularly in specific industries. But to succeed in today’s environment, many companies need to develop an additional kind of experience.
The principles of time-based competition—a classic concept among BCG insights—still hold. But today’s companies must be adaptive, as well as fast, in order to succeed.
BCG founder Bruce Henderson’s rule, conceived in 1976, still holds valuable lessons for companies in many industries.
The growth share matrix—put forth by the founder of BCG, Bruce Henderson, in 1970—remains a powerful tool for managing strategic experimentation amid rapid, unpredictable change.