Martin Reeves
Managing Director & Senior Partner, Chairman of the BCG Henderson Institute
San Francisco - Bay Area
Managing Director & Senior Partner, Chairman of the BCG Henderson Institute
San Francisco - Bay Area
Martin Reeves leads the BCG Henderson Institute worldwide, BCG’s think tank on new approaches to strategy and management. Martin is also a member of the BCG Henderson Institute's Innovation Sounding Board, which is dedicated to supporting, inspiring, and guiding upstream innovation at BCG.
Martin is a regular contributor to HBR, MIT SMR, Fortune and other management journals on business strategy and management.
A regular public speaker and a repeat TED@BCG presenter, Martin is also coauthor of Your Strategy Needs a Strategy, which proposes the “strategy palette” as a tool to enable business leaders to tune their approach to strategy to the strategic environment of each business.
Since joining BCG in 1989, Martin has led a broad range of strategy assignments in the Financial Institutions, Consumer Goods, Industrial Goods and Health Care sectors. He has particular expertise in the areas of adaptive strategy, strategy for multi-business systems, sustainability strategies, ecosystem strategies, collective learning and innovation, corporate vitality, and trust.
Prior to joining BCG, Martin worked for Zeneca in Japan and the United Kingdom, where he focused on marketing and strategic planning.
To see the BCG Henderson Institute’s latest research, please visit bcghendersoninstitute.com and follow on Twitter at @BCGHenderson and at @MartinKReeves.
For long-term success, orchestrators must keep an eye on the five main building blocks of ecosystem governance and pick the right model.
Change and uncertainty will surely outlast the current crisis. Companies must continue to build and measure their capacity for innovation and reinvention.
We live in an age where technology underpins growth and competitiveness. Seven of the world’s ten most valuable companies rely primarily on digital platforms, and digital natives are disrupting a broad range of industries. Most nondigital incumbents recognize the need for digital transformation and have embarked upon major change efforts, especially after the fillip to digital business models delivered by COVID-19.
Companies that conduct transformations and do M&A at the same time, and do it with an evidence-based approach, can create significant value.
By reallocating capital today toward future growth opportunities, companies can position themselves for success in recovering from the COVID-19 crisis.
Companies can no longer simply focus on maximizing total shareholder returns. To win, they must hone sustainable business models.
As it faces today’s complex, dynamic, multi-stakeholder challenges, business should look to social activism's playbook.
Big businesses often struggle to make use of imagination. But there are ways to cultivate imaginative capacity without relying on chance, intuition, or mechanistic processes.
The coronavirus crisis brought renewed attention to the value of resilience. Our research shows that resilience has an outsized impact on performance, and companies can take certain steps to put it into practice.
Leaders share their insights on navigating through the crisis.
