HBR.org
We Need Imagination Now More Than Ever
In their featured article for hbr.org, BCG’s Martin Reeves and Jack Fuller emphasize the importance of imagination to seizing and creating opportunities in tough times. The authors also discuss seven imperatives to develop an organization’s imaginative capacity. They explain that “with imagination, we can do better than merely adapting to a new environment — we can thrive by shaping it.”
eNews Channel Africa
Upfront - Governance amid the chaos
Interview with Adam Ikdal from Boston Consulting Group about governance amid the chaos. Governments globally are looking for ways to minimize losses attributed to the Covid-19 pandemic. The loss of human life, social chaos, and economic losses are rising...
The Edge Singapore
How will the oil price plunge impact renewable energy?
BCG's Dave Sivaprasad believes that "We do not see a change in the fundamental trends towards renewables in the long term. This is driven by [an] increasing momentum around climate action and the focus of investors shifting towards greening their investment portfolios.”
The Jakarta Post
Imperatives for Financial Institutions during Uncertainty
In his guest column for The Jakarta Post, BCG’s Tushar Agarwal discusses how to find certainty amidst uncertainty. He outlines four short-term priorities for financial institutions to navigate the pandemic. Agarwal writes that, if banks can respond strategically, they can help build better societies and “ensure the long-term health of their organizations.”
The Jakarta Post
Imperatives for Financial Institutions
The COVID-19 pandemic has introduced a lot of uncertainties and financial institutions must embrace organizational strategy that optimize resilience to ride through this period. In the short term, banks and financial institutions need to focus on these four priority areas:
Financial Express
Banking in Times of Corona
In his guest column for the Financial Express, BCG’s Prateek Roongta emphasizes the urgent need for banks to transform their business models. He outlines changes banks can implement to adapt to the new reality. Roongta advises that “a resilient and robust banking network will give our economy the much-needed vigour to overcome this crisis.”
trend.at
"Das Virus eingrenzen, ohne die Wirtschaft zu zerstören"
Kurzfristig gibt es keine Alternative zu den strikten Maßnahmen, um das Coronavirus einzudämmen. Doch wir sollten heute schon langfristig denken und handeln, wenn wir große Teile der Wirtschaft nicht zerstören wollen, meint Rich Lesser, CEO der Boston Consulting Group in seinem Gastkommentar.
Handelsblatt
Das Virus muss gestoppt werden, ohne dass unser Wirtschaftssystem kollabiert
Die Maßnahmen gegen das Coronavirus sind angelaufen. Doch wir müssen jetzt schon langfristig denken, wenn wir große Teile der Wirtschaft nicht zerstören wollen.
CNBC’s Worldwide Exchange
Investor Sentiment in the Coronavirus Crisis
In an interview with CNBC’s Worldwide Exchange, BCG’s Hady Farag discusses investor sentiment during coronavirus. He cites a BCG survey that found that 60% of US investors are bearish on the economy for the remainder of 2020. He also shares advice from investors suggesting that the main priority for companies should be “building capabilities you will need to not only survive this year but thrive in the years after.”
Der Standard
Die Luxusbranche knipst das Licht aus
Nach teurer Kleidung, hübschem Klunker und kostspieligen Parfums steht den Konsumenten derzeit aus gutem Grund nicht der Sinn. Im Luxusbereich wird der Gürtel heuer kräftig enger geschnallt. Davon geht die internationale Berater-Gruppe Boston Consulting (BCG) aus.
Channel News Asia
Even with low prices, this is not the end of oil
BCG’s Dave Sivaprasad shared about the future of oil amidst a challenging landscape. Today, the industry faces a triple shock of reduced demand, increased supply and a shortage of storage capacity to take up excess supply. All of this points to a sustained lower oil price for at least the next 12-18 months. These remarkable shocks come at a time when oil is battling an already hostile landscape. The ongoing energy transition has gained significant momentum in recent years, with growing focus on climate action, driving greater competition for capital between renewables and the fossil fuel industry. So, is this the end for oil? Simply put — no.
Asian Power
Shareholder Value and NOCs in a Transforming Oil and Gas Landscape
BCG’s Arun Rajamani and Asheesh Sastry weighed in on the value of Total Shareholder Return for National Oil Companies (NOCs) in this ever-changing oil and gas industry. They shared a BCG analysis on how NOCs demonstrated the second-best returns of companies analysed, outperforming exploration and production companies, supermajors, and other areas of the industry. While this is a positive realisation for Southeast Asia, what can we learn from it moving forward?
Slate Money
BCG CEO Rich Lesser on Business Leader’s Critical Decisions during a Crisis
In a podcast interview with Slate Money, BCG CEO Rich Lesser discusses critical decisions that business leaders must make regarding coronavirus. He explains the US stimulus bill and how the financial aid will be used to help local government, businesses, and citizens. Lesser emphasizes that business leaders need to show resilience and maintain the trust of critical stakeholders in these challenging times.
HBR.org
Understanding the Economic Shock of Coronavirus
In their featured article for hbr.org, BCG’s Philipp Carlsson-Szlezak, Martin Reeves, and Paul Swartz discuss the looming global recession. They explain three models of economic “shock geometry” and two economic supply-side threats as a result of COVID-19. The authors evaluate the chances of preventing a U-shaped scenario, but conclude that “the battle is underway, and without innovation the odds are not in favor.”
The Edge Singapore
The ‘70%’ in successful digital transformation
BCG’s Sagar Goel delved into the secret recipe for a successful digital transformation. While it might feel like having the right digital infrastructure (like the technology, strategy and algorithms) is the key ingredient, it actually only accounts for 30% of what is needed. Read on to find out what is the key 70%.