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.
The worst question an activist can ask is the one you haven’t thought about. With activism on the rise, leaders need to put their plans to the test and be ready to defend them.
BCG’s latest research finds investors increasingly bearish on the economy and the stock market—and they want businesses to focus on both liquidity and long-term advantage.
Companies’ transformation track records are mixed. Top performers unlock value quickly by focusing on changes that will improve profit margins and valuation multiples.
By demonstrating results early, new CFOs facilitate their longer-term strategy and transformation efforts, paving the way for growth.
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.
Fully integrating human and digital capabilities in the finance function entails a journey best done in three stages: ignite, professionalize, and scale and sustain.
By combining technology and human capabilities, a finance function can orchestrate the work of other departments and help the company achieve its strategic objectives.
Leading in the New Reality
What will the world look like after the pandemic? The answer is, in part, up to leaders in business and government around the world. They can shape our new reality.
In order to emerge stronger, companies must ensure that their response to COVID-19 is not just immediate but also transformational.
Companies can no longer simply focus on maximizing total shareholder returns. To win, they must hone sustainable business models.
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.
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.
