Value Creators in Insurance
BCG’s annual insurance value creators report explores the distinctive drivers of sustained value creation in each sector of the global insurance industry, and the winners who have overcome insurance industry challenges.
BCG’s annual insurance value creators report explores the distinctive drivers of sustained value creation in each sector of the global insurance industry, and the winners who have overcome insurance industry challenges.
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 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.
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.
Companies can gain significant competitive advantage by investing aggressively in sustainability today.
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.
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.
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.
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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