Hady Farag
Partner & Associate Director
New York
Hady Farag is a core member of the Corporate Finance & Strategy practice at Boston Consulting Group. He is an expert for corporate strategy and shareholder value and, since 2006, has worked extensively on these topics with clients around the world in various industries including technology, health care, transportation and logistics, and consumer goods.
Hady has led many engagements covering capital allocation, investor insights, and total shareholder return (TSR) strategy (including portfolio strategy, strategic planning). He has helped clients implement capital market strategies, responses to activist attacks, and transformative value creation roadmaps. He also has advised clients on acquisitions and divestitures, strategic alliances, and corporate venturing.
He is co-author of the BCG Value Creators report series and the annual BCG Investor Survey as well as various other BCG publications.
Players that shift from centralized conventional generation toward a more distributed and digital approach are likely to become the next decade’s value creation leaders.
Companies’ transformation track records are mixed. Top performers unlock value quickly by focusing on changes that will improve profit margins and valuation multiples.
For now, corporate sustainability spending may be curtailed. But investors believe that in the long run, ESG will remain a powerful driver of portfolio performance.
The rankings provide a valuable frame of reference by indicating which companies and industries entered the COVID-19 crisis with TSR momentum and which did not.
As the 2010s closed, the technology, media, and telecommunications (TMT) sector was standing strong. Seven TMT companies were among the ten most valuable public companies in the world. Do they have the right ingredients to sustain that performance in the 2020s?
Many tech companies are reaching middle age and need to reinvent and transform themselves to stay relevant. They also need to broaden their core purpose to address their role and influence in society and their effect on the environment.
Operators have struggled to break free from the familiar constraints of regulation, legacy, and often-unfavorable competitive dynamics. Rather than bleed outdated business models dry, the future demands that they be bolder in strategy and execution.
As entertainment, print, and gaming companies pursue subscriptions in a crowded field, they need to create the right offer at the right price for the right customers—or risk losing them altogether.
Participants in BCG’s 11th annual investor survey favor companies that pursue long-term growth while preparing for short-term headwinds.
New competitors are changing how the game is played. Traditional winners must adjust by adopting key strategies of digital natives.
