Surviving Disruption in Additive Manufacturing
Mastering the interplay between materials and printing technologies will be critical to success in the industry’s increasingly competitive ecosystem.
Improving operations has never been easy, and the rise of digital has ushered in a new set of both challenges and opportunities. Capitalizing on big data, machine learning, and AI to boost efficiency is essential, but requires new skillsets and a cultural overhaul. Explore BCG's latest thought leadership on operations for a foundation in digital operations and more.
Mastering the interplay between materials and printing technologies will be critical to success in the industry’s increasingly competitive ecosystem.
Innovation alone won’t save the industry’s economics. Manufacturers must adopt digital technologies to produce battery cells cost-effectively.
The new technology can help manage increasingly complicated and fluid networks of manufacturers and suppliers at a time when transparency, speed, and agility are critical.
Contrary to popular belief, the most successful digitization efforts do not begin with technology decisions. Focus instead on business and procurement objectives.
At BCG's 12th annual European procurement roundtable, in Barcelona, more than 50 chief procurement officers discussed strategy in times of disruption.
Performance Management (PM) is one of the most crucial success factors in Procurement. However, few CPOs have it under control. In a recently conducted survey among ~50 Procurement heads only 65% stated their PM covered the core value dimensions driven by the department.
BCG’s Latest Operations Insights
Operations touches all aspects of the product journey, an increasingly interdependent and globalized process. Follow BCG on Operations on LinkedIn for a collection of insights and news from BCG’s Operations practice.
Behind think big is transparency and collaboration, that’s how BCG conceives a successful large capital project. Let’s think big to make big things happen.
BCG’s 2018 most innovative companies report focuses on the ways digital is transforming products, services, and the processes that create them.
Leading companies are already sprinting toward a digital and data-driven future.
“Tell me the bad news first” should be every project manager’s motto. By welcoming bad news, managers of large-capex projects can make better decisions and improve project performance.
We all know the wonders of robotics technology, but it’s in the services environment where the advent of robotics process automation has the ability to disrupt business efficiency.
Customers today have dramatically higher expectations, but traditional service providers often fail to meet these demands. Service 4.0 represents a fundamental transformation that can help companies meet consumers’ greater needs.
Using a three-part approach, companies can redesign processes and choose the right tools to unlock the real value of digital technology in support functions.
To prime your white-collar processes for digital (or any) transformation, drill down to the process essentials.
The growth of automation, digitalization, and virtual collaboration is putting pressure on companies to reimagine the way their corporate centers operate.
CFOs can maintain a relentless focus on value creation by serving as strategic advisors to business leaders, overseeing performance, and communicating a persuasive equity story to investors.
Amid growing complexity, many companies act in ways that increase their “complicatedness.” Instead, they should simplify, using an approach that fundamentally changes employee behaviors.
Companies that apply this centuries-old solution to digital-age challenges can unlock the full potential of agility.
Companies that successfully root out complicatedness will increase their productivity and gain a competitive advantage.
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