Strategy Lab

The Strategy Lab researches and translates business ideas that offer real impact by capturing, developing, and applying cutting-edge thinking from within and beyond business. Working with leading academics, external collaborators, and partners, we explore ideas that will shape the business strategies of tomorrow.

Since BCG’s founding in 1963, generating new insights into the sources of competitive advantage has been an integral component of the firm's value to clients.

The Strategy Lab continues this legacy, determined to understand the forces that will come to shape strategy in the decade ahead and push new research forward to address the following fundamental questions:

What are the drivers of new and emerging phenomena in business?
What are the unanswered questions in strategy?
What is the modern basis of competitive advantage?
What are the implications of recent advances in mathematics, computer science, psychology, biology, and economics for strategy?
What is the future of strategy?

The Global Landscape of Corporate Vitality

The Fortune Future index, developed in partnership with BCG, identifies the companies that have what every company needs in a fast-changing business environment: the capacity to explore new opportunities, renew strategy, and grow sustainably.

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The Global Landscape of Corporate Vitality - Rectangle

Getting Uncomfortable on Purpose

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If your discussion of purpose focuses on describing, rather than disrupting, what your company does, it’s probably not adding much value.

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Key Findings from the Strategy Lab

This new book from BCG's Strategy Lab—and the accompanying app workshop—cut through the clutter of strategy frameworks and provide clarity on which approach to strategy and execution, or which combination of approaches, is the best bet in each environment.

Your Strategy Needs a Strategy by Martin Reeves, Knut Haanæs, and Janmejaya Sinha

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Adaptive Advantage

To learn more about the art of adaptive advantage, read BCG's ebook on the topic—as well as the following articles: Adaptability: The New Competitive Advantage, Signal Advantage, and People Advantage.

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Ingenious Enterprise

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Ambidexterity: Combining Innovation and Efficiency

Managers frequently face a difficult contradiction. They feel an immense pressure to cut costs and pursue efficiencies. At the same time, the increasing pace of change demands a focused emphasis on innovation. Resolving this contradiction in strategy requires ambidexterity—the ability to explore new avenues while exploiting existing ones.

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An Atlas of Strategy Traps

Explore this interactive atlas, which provides a guide to the various strategy traps that firms encounter when balancing between exploration and exploitation. The atlas highlights both "sirens" (warning signs) and "lighthouses" (best practices).

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Lessons from Mavericks: Staying Big by Acting Small

In today’s increasingly turbulent business environment, many large companies could benefit from emulating mavericks—small outlier companies that think and act differently from incumbents.

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