Resetting the Organization to Improve Cost and Enhance Effectiveness
Rethinking organization design does more than eliminate unnecessary expenses. It aligns decisions and resources with strategic goals, and promotes sustained performance.
Rethinking organization design does more than eliminate unnecessary expenses. It aligns decisions and resources with strategic goals, and promotes sustained performance.
Most company efforts to reduce expenses fail. Four challenges block the way: two reflecting what costs get cut, and two related to how value is delivered.
How BCG helped Oi, a leading Brazilian telco, save more than $280 million by optimizing its procurement processes.
Transformations start with actions that have immediate impact. Successful ones extend beyond that to deliver lasting value by reimagining every aspect of the business.
In this video, Reshma Ramachandran, former transformation executive and current board member of Fortune 500 and FTSE 250 companies, shares her decades of experience, insights on the CEO's role during transformations, and key factors for leading teams to success.
The business environment just keeps getting tougher, but transformation is still an imperative. A new survey confirms that five measures can make a big difference in results.
Choosing which transformation projects are the most important is challenging for many senior executives. Three simple guidelines can help.
Transformations are critical to building competitive advantage and delivering shareholder value. They are most successful when managed through a transformation office.
The odds are stacked against leaders who manage major organizational changes. But those who model the behaviors they seek and are persistent, hypervigilant, and flexible can improve their chances of success.
If everything is a priority, nothing is a priority. What do companies focus on in the critical early stages to ensure a successful transformation?
Companies can gain breathing room to operate under stressful conditions; withstand the scrutiny of shareholders, creditors, and regulators; and pursue market opportunities.
Keep resilience on the transformation agenda. Change programs that prioritize growth, debt reduction, and operational flexibility realize the full value of resilience and build advantage for the next crisis.
To address disruption from COVID-19, companies need to reimagine their business models with transformation that both sustainably accelerates growth and generates shareholder value.
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.
How BCG helped Oi, a leading Brazilian telco, save more than $280 million by optimizing its procurement processes.
The brewing company’s president and CEO discusses its recent transformation—what spurred it, details of the implementation, and early results.
Pandora CEO Alexander Lacik describes the three-pronged turnaround program that helped his company revive excitement about the brand and reconnect with customers—while also radically reining in costs.
By staying focused and scoring quick wins in its companywide transformation program, a world-leading fleet-management company created unprecedented new value for employees, clients, and shareholders. Equally impressive, it transformed its culture—strengthening transparency, agility, and accountability throughout the business.
Analyzing massive data sets in real time, generating unbiased insights, enabling prompt course correction: an AI-based approach is powering up—and radically transforming—initiative management.
These technology initiatives can help companies generate fast, sustainable gains without the need for a full-scale transformation.