Ten Lessons from 20 Years of Value Creation Insights
Value creation has changed, but the rules—and the ways of winning—remain the same.
Corporate and business strategy have evolved since BCG pioneered the fields in the 1960s and 1970s with the growth share matrix and experience curve. Today’s business leaders must match their strategies—and their strategy development approaches—to a broader range of strategic environments. They must embrace the opportunities and disruptive potential of digital, while maintaining the agility to adapt to changing conditions. Explore BCG's latest strategy thought leadership to learn more.
Value creation has changed, but the rules—and the ways of winning—remain the same.
A select group of diversified companies outperform their peers in total shareholder returns, year in and year out. Here’s how they do it.
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.
New technologies operate at superhuman speed. Social, political, and economic forces move much more slowly. To use learning as a competitive advantage, companies must be able to learn on both timescales.
Exploring new options versus exploiting existing ones is the trade-off at the heart of business strategy.
Today’s business leaders need more than one playbook. Your Strategy Needs a Strategy reveals the five distinct styles of strategy needed to win in today’s increasingly diverse competitive environments.
AI is gaining steam in business. Its rapid rise in China, in particular, has been a wake-up call for nations, industries, and executives globally. Learn more in this comprehensive report.
Companies are encountering the “AI paradox”—it is deceptively easy to launch projects with AI but fiendishly hard to reach scale.
Practical applications for quantum computing in multiple industries are closer than many people think. The market could hit $50 billion by 2030.
Two complementary technologies—blockchain and digital tokens—give data the continuity of physical assets and help solve the challenges of digital identity and trust. And they have the potential to wipe out the middleman across a wide swath of industries.
Artificial Intelligence
AI has made its way to the business world. What happens next?
Companies need a better way to develop and implement strategy, one that’s in sync with both market realities and the specific approach that they choose.
Leading companies are improving upon their traditional strategy-setting processes by adding something much more dynamic and agile. We call it always-on strategy.
To ensure its success for generations to come, a family business should adopt only those characteristics of a modern corporation that will augment its distinctive attributes and fit with its culture.
With the right design and structure, a family office can be a powerful tool for meeting the financial needs of the wealthy.
The Experience Curve
Time-Based Competition
The Rule of Three and Four
The Growth Share Matrix
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