Revitalizing Global Sourcing to Balance Cost and Resilience
Companies can use a category-specific analysis to identify the best alternatives to conventional sourcing strategies.
Companies can use a category-specific analysis to identify the best alternatives to conventional sourcing strategies.
A holistic, outcome-based cost management approach that’s part of an enterprise-wide transformation can change an organization’s business for the long term and allow it to operate at its full potential.
Leaders needn’t wait for a crisis. A playbook exists for building an always-on, disciplined approach to cost excellence.
Most company efforts to reduce expenses fail. Four challenges block the way: two reflecting what costs get cut, and two related to how value is delivered.
As the global business landscape grows more complex and politically fraught, companies are struggling to balance cost reduction, supply chain resilience, and access to key markets.
Governments that engage in strategic cost optimization can recoup 10% of costs—or more—on a whole-of-government basis using existing tools.
Rethinking organization design does more than eliminate unnecessary expenses. It aligns decisions and resources with strategic goals, and promotes sustained performance.
When organizations connect cost management initiatives to their purpose, vision, and values, their transformation efforts are more likely to be successful and sustainable.
Having an emotionally strong workforce makes it likelier that organization-wide changes will succeed. Cultivating it means helping people fulfill four fundamental human needs.
Reaching a higher, value-adding level of support function maturity isn’t a distant vision but a tangible goal that can be achieved with purposeful action.
Too often, IT projects fail to live up to their hype. Why does it keep happening—and how can it be fixed?
Making IT a core element of a cost initiative allows the organization to optimize operations, reduce spending, improve service delivery, and enhance competitiveness and efficiency.
Does your company need custom GenAI solutions, or are off-the-shelf products the better choice? BCG’s Rob Derow discusses the factors to consider when making these decisions.
Companies have reinvented their business models, IT architecture, and ways of working. So why are they taking an outdated—and largely unsuccessful—approach to ERP?
To thrive during turbulent economic times, health systems can learn from the aviation industry, which embraced novel diversification approaches to maintain revenue stability and improve profitability.
Telcos’ five-year performance record in terms of total shareholder return and value creation is below average—but an analysis of the top-ranked players shows how companies can overcome the industry’s challenges.
Demand is solidifying for products that use biological processes and genetically modified microorganisms in place of traditional production methods. But for change to happen, costs must come down.
BCG's Cory Kaplin explores the role that behavior, culture, and productivity play in helping companies achieve their cost and growth ambitions.
Catch up with what our experts are saying across leading news publications around the world.
BCG's Paul Goydan spoke to The Wall Street Journal's CFO Journal on how companies are preparing for the Federal Reserve's rate cut. “One reason why companies have kept so much cash on their balance sheet is out of concern about a potential recession, which is inhibiting capital investments. Other reasons include uncertainty about the presidential election. Once companies get more certainty on the economic outlook, as well as the potential for legislative or regulatory policy changes after the election, they will feel more comfortable using cash to make growth-related investments. That is impacting investment far more than interest rates,” he explained.
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