Though solid performance in the fast-growing North American market and in the UK has buoyed London Market insurers, they must improve in emerging markets, reinsurance, workforce diversity, and innovation.
Getting ready to contend with today’s disruptive forces is hard work, and most companies have a long way to go. But the juice is worth the squeeze.
Emerging-market companies that sell through retailers must respond to evolving customer needs, navigate a new landscape, and lower their costs.
To address flaws exposed by the pandemic, companies should accelerate efforts to revamp their worldwide manufacturing and sourcing networks—even if that means extra cost.
Some companies have emerged from economic lockdown prepared for the tough road ahead. What did it take—and how are they mobilizing for the new reality? Here is a sampling of the world’s success stories.
COVID-19 is shaping up to be transformative to public health and the economy. On hbr.org, Martin Reeves, chairman of the BCG Henderson Institute, and colleagues explain why resilience continues to be the best answer to uncertainty.
Governments that can balance urgent economic stabilization with structural reforms supporting long-term development will build a stronger foundation for the future. Nigeria’s inclusive approach is a case in point.
Beyond Great
How to build sustainable business advantage in a world where great is no longer good enough.
BCG Executive Perspectives offer insights on global topics that matter most to leaders in the public and private sectors. Our latest edition explores emerging trade and supply trends and shares implications for businesses looking to build resilience amid looming uncertainty.
The European Union’s confirmation that it will introduce the world’s first carbon border tax in 2023 marks the latest stage of a new geopolitical shift: the linkage of the global trading system with action on climate change.
The pandemic has amplified trends that were already underway, but it is also driving radical changes in consumer behavior and other areas that will affect investments in industries.
As a confluence of megatrends prompts companies to rethink their production and supply footprints, Southeast Asia is in a position to become a greater force in international trade.
Were the world’s biggest trading relationship to unwind, US companies would have more to lose than Chinese firms in terms of revenue and access to critical supplies.
Compared to a future of rising protectionism, fair trade would lead to gains of $2 trillion in global GDP annually, through 2025—and much faster economic recovery from COVID-19.
Plans to tax CO2 emissions that are attributed to imports would hike costs for EU trade partners and redefine competitive advantage in many industries.
BCG on International Business and Globalization
Globalization presents unparalleled opportunities for international business, but the threat of disruption looms large.
Global Growth Hot Spots
Multinational companies need a new approach for identifying global growth opportunities in this new phase of globalization. Consider the opportunities within a market, rather than the market’s economy overall.
Explore the global hot spots
A nuanced understanding of what really drives buying decisions in the post-COVID-19 world is crucial to maximizing share in a target market.
Surging demand for online fitness classes and do-it-yourself hair styling proved fleeting. But other behavioral shifts—such as increased use of digital and of healthier products—are enduring.
Translating growing consumer awareness of the threats posed by global warming into sustainable behavior and practices requires action by the public and private sectors alike.
E-wallet use is soaring in one of the world’s great growth zones. As competition intensifies, the stakes for both banks and new digital finance entrants are huge.
The New Globalization: A Collection
Globalization is in the midst of a profound change. Companies must dispel the myths of globalization (as we’ve come to know it) and understand the new realities.
