Put Value Creation at the Center of Your Transformation
Companies’ transformation track records are mixed. Top performers unlock value quickly by focusing on changes that will improve profit margins and valuation multiples.
Companies’ transformation track records are mixed. Top performers unlock value quickly by focusing on changes that will improve profit margins and valuation multiples.
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.
New competitors are changing how the game is played. Traditional winners must adjust by adopting key strategies of digital natives.
Companies will thrive in the 2020s if they have a strong grasp of business ethics and social responsibility. Read on to learn why BCG views CSR as a vital part of the coming decade.
Auto customers today are digitally native, time starved and expect a high degree of personalization. This perspective reflects on how a platform approach can generate exponential value and customer loyalty in an industry faced with evolving expectations, data explosion and rapid innovation. It outlines the value of platforms to OEMs and its various partners that will work together to meet customer needs across discovery, purchase and ownership.
A successful tenure begins with getting to know the finance function and establishing a vision to guide value creation.
Only a few CFOs lead finance functions that truly outperform in both efficiency and effectiveness. Here’s what sets them apart.
Our new global CFO survey during the COVID-19 crisis reveals that many CFOs are less pessimistic than they were when we first conducted the survey in April. In fact, half of the respondents have a more positive outlook, while about one-third have more negative expectations. This change in outlook naturally varies by industry: semiconductor, retail, and software and services CFOs are much more optimistic about the revenue and profit impact of the pandemic than they were in April, while CFOs in industrial goods industries (such as automotive) still see relatively little cause for optimism. (See the sidebar “About the Survey.”)
Armed with foresight into how conditions will change, a company can take actions to preempt unfavorable outcomes and promote competitive advantage.
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.
You can’t entirely plan or design an ecosystem, but answering some critical questions will increase the odds of building an ecosystem that has the potential to create new industries or transform existing ones.
Companies can no longer simply focus on maximizing total shareholder returns. To win, they must hone sustainable business models.
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.
Learn to navigate the course using this atlas, which will help identify the sirens (warning signs) to avoid and the lighthouses (best practices) to look for.
Your Strategy Needs a Strategy will help you cut through the noise and find clarity regarding which approach, or combination of approaches, is your best bet for success.
Digital is still anyone’s game. Organizations that think big, take a holistic view, and move nimbly will find competitive advantage.
With so much at stake, why do so many companies fail?
In this pandemic year, leaders who embrace bold vision-setting, backstopped by robust analysis, can create a once-in-a-career opportunity to change the trajectory of their organizations.
For some companies, disruption is a risk to be avoided. For others, it’s an opportunity to be embraced. With better sensing, modeling, and planning capabilities, businesses can use upheaval as a catapult to success.
BCG’s global expert on scenarios and creativity, Alan Iny, takes you on a tour of four distinct and plausible future competitive environments—and offers perspectives on how to shape smart strategies in the face of uncertainty.
Traditional strategy processes are incompatible with agile ways of working. How can organizations balance autonomy with alignment?
By anticipating and addressing key issues, family owners can reduce risk, manage conflict, and promote prosperity.
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.
The experience curve theory still holds, particularly in specific industries. But to succeed in today’s environment, many companies need to develop an additional kind of experience.
The principles of time-based competition still hold—but today’s companies must be adaptive, as well as fast, in order to succeed.
BCG founder Bruce Henderson’s rule, conceived in 1976, still holds valuable lessons for companies in many industries.
The growth share matrix—put forth by BCG founder Bruce Henderson in 1970—remains a powerful tool for managing strategic experimentation amid rapid, unpredictable change.
