Kevin Whitaker
Head of Strategic Analytics of the BCG Henderson Institute
New York
Kevin Whitaker works in the Strategy Lab at Boston Consulting Group’s Henderson Institute, where he is part of a team developing thought leadership and publications on the future of corporate strategy. Before joining the Strategy Lab, Kevin worked at the Henderson Institute’s Center for Macroeconomics, where he developed views on key economics topics and presentations for senior clients and BCG leadership.
Kevin joined BCG in 2013 and worked as a lead analyst for the global financial analysis team, supporting the chief financial officer on projects such as strategic planning and pricing analysis.
Kevin’s work with BCG Henderson Institute began in the fall of 2016, first at the Center for Macroeconomics and now at the Strategy Lab. He has contributed to several publications for BCG.com as well as premium channels including the World Economic Forum and MIT Sloan Management Review. His recent projects include “Winning the ’20s,” BCG’s perspective on the leadership agenda for the next decade; “The Fortune Future 50,” a quantitative ranking of the companies best positioned for future long-term growth; and “Advantage in Adversity,” BCG’s recommendations for how companies can survive and thrive in the next economic downturn.
Change and uncertainty will surely outlast the current crisis. Companies must continue to build and measure their capacity for innovation and reinvention.
We live in an age where technology underpins growth and competitiveness. Seven of the world’s ten most valuable companies rely primarily on digital platforms, and digital natives are disrupting a broad range of industries. Most nondigital incumbents recognize the need for digital transformation and have embarked upon major change efforts, especially after the fillip to digital business models delivered by COVID-19.
By reallocating capital today toward future growth opportunities, companies can position themselves for success in recovering from the COVID-19 crisis.
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.
Is bureaucracy’s dominance here to stay? We believe not. Further changes in the business environment will likely push the model past its breaking point.
As they address the immediate issues posed by the pandemic, companies must not delay in taking action on the longer-term implications.
How much impact do CEOs have on their firms? What differentiates top-performing CEOs? New research on the tenures of 7,000 CEOs worldwide reveals how much and how they affected their companies’ performance trajectories.
コロナ危機への対処はj重要ですが、それだけでは十分ではありません。先を見据え、逆境の機会を形にするためのヒントをご紹介します。
Don’t hunker down and wait for a return to the past. Here are eight practical measures companies can take to sense, exploit, and shape the postcrisis reality.
Leaders have an obligation to look beyond the COVID-19 crisis. Individual companies, and society as a whole, will have the opportunity to reimagine norms, behaviors, and collaboration models.
