BCG Value Creators Report: The Collection
Companies can gain an edge by matching their strategic style to the conditions of their industry, business function, or geographic market, according to research featured in Harvard Business Review.
Creating exceptional value in a world of rapidly shifting competitive advantage
Uncertainty is accelerating while the half-life of leadership positions and business models is shortening. Winning in this environment takes two things: strategic insights into how the world is likely to change—and the ability to create value from those insights before the game changes again.
Leaders need to answer critical questions:
In short, we help you be both a great company, driving growth and attracting talent, and a great stock, attracting investors and delivering value for stakeholders.
Strategy and value creation are part of BCG’s DNA. Through the experience curve, growth-share matrix, time-based competition, digital deconstruction, and our thinking on the growing diversity of strategic environments in Your Strategy Needs a Strategy, BCG has been at the forefront of strategic innovation.
We partner with clients not just to develop strategies, but also to achieve superior results through support on transactions and broader transformations. We help support functional excellence through our Center for CFO Excellence and our Strategy Enablement Center. Explore the full range of our Corporate Finance and Strategy consulting offering:
Corporate Strategy
Ensuring that the whole business portfolio is worth more than the sum of its parts takes a clear corporate vision, a consistent parenting approach, smart capital allocation, and a compelling investor story.
Business Strategy
Delivering value-creating growth requires not only a sharp understanding of how the basis of competition is shifting but also the creativity to envision your organization’s unique path to win—and the resourcing and discipline to realize your vision.
Value Creation Strategy and Shareholder Activism Defense
Creating peer-beating value is a universal aspiration. The best companies maximize their results by taking an iterative approach to shaping corporate, business, financial, and investor strategies. And strong, sustained value creation is the best defense against the rising tide of activism.
M&A, Transactions, and Post-Merger Integration
Bringing a strategy to life—and accelerating value creation—often requires new skills, expanded market access, and stopping some things while starting others. Transactions are a key lever, but more than half of deals destroy value. What does it take to unlock potential?
Strategic Planning Excellence
Staying ahead of—or leapfrogging—rivals demands a superior and always-on strategy function to envision the future, and your organization’s place in it, over and over again.
Finance Function Excellence
Achieving superior business results requires a world-class finance function and an approach to financial management that is aligned with strategy, digital, and adept at creating and sustaining a performance culture.
Risk Management
Understanding, preparing for, and mitigating the landscape of risks—both strategic and operational—are crucial elements of strategy and protectors of value.
Family Business
Unleashing the unique advantages of family businesses demands balancing the needs of both the business and the family.
Companies can gain an edge by matching their strategic style to the conditions of their industry, business function, or geographic market, according to research featured in Harvard Business Review.
Reversals in TSR performance since the start of the year have hit innovation-driven industry sectors such as technology, medical technology, financial infrastructure, and green energy especially hard.
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.
Exactly how the world will reach net zero is unknown, but at a macro level the science and economics define a pretty clear path. Given the magnitude of value at stake during the transition, many leaders are concluding that inaction may be the riskiest strategy of all.
Changing while things are still going well takes less time, costs less, and generates more value than reactive change. Here’s how to get it right.
