Industrial Distributors Value Creators 2023
Two decades of data show how leading distributors deliver strong shareholder returns. Distributors must generate local and national scale and fight to defend and grow their market share.
Two decades of data show how leading distributors deliver strong shareholder returns. Distributors must generate local and national scale and fight to defend and grow their market share.
BCG’s global insurance industry value creators reports share insights and analysis from insurance leaders who have overcome industry challenges. Learn more.
To help companies satisfy growth-minded investors, we outline best practices for the basic disciplines of capital allocation—strategic budgeting, project selection, and investment governance.
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.
Finance functions can use two related capabilities—dynamic planning and advanced business intelligence—to turbocharge their role as forward-looking strategic advisors.
New BCG research uncovers the seven factors that distinguish sustainability announcements that create value from those that don’t.
Companies can no longer simply focus on maximizing total shareholder returns. To win, they must hone sustainable business models.
What’s behind IBM’s hybrid cloud and AI strategy? The company’s lead strategist offers an inside scoop.
Transactions have been central to Moody’s transformation from bond-rating giant to integrated risk management leader. The company’s lead strategist shares his philosophy.
Risk is a two-sided coin—business leaders need to embrace its upside, not just avoid its downside.
The rules for boosting performance and competitive advantage are changing. CEOs urgently need a pragmatic playbook for building the capabilities to win in the future.
In our December 2021 report, Performance and Innovation Are the Rewards of Digital Transformation, we explored three questions that we hear a lot from clients. How are companies in my sector doing? Is there any proof that transformations deliver real results? And where are leaders focusing their transformation programs?
Achieving ESG goals and building sustainability as a competitive advantage requires integrating technology and data from the beginning.
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.
By anticipating and addressing key issues, family owners can reduce risk, manage conflict, and promote prosperity.
Drawing on decades of lessons learned from the authors’ work supporting families and the businesses they own, this book guides family businesses through an introspective process that helps them determine their own bespoke approaches to preventing and mitigating conflict.
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.
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