The Sydney Morning Herald

The Working from Home Expectation Gap Between Managers and Employees

There is a "clear expectation gap between employee desires and the working models envisaged by their employers,” according to a recent BCG report. BCG’s Chris Mattey shares his remote work predictions with The Sydney Morning Herald. As only 15% of employees want to return to the office full-time, Mattey believes tension may arise in how organizations both attract and retain talent.


Be Kind; Change the World

In his 60th and final column for Forbes, BCG’s Grant Freeland ends on the topic he knows best: the importance of leadership. Freeland reviews the themes he discussed in his columns and the world-class business leaders he has profiled, and he shares some of his advice for the leaders of the future. He believes that “good leadership is a creative force,” and there are few times in modern history when great leaders were more needed than today.

The Economic Times

Five Things CEOs Can Do to Make 2021 Work

In The Economic Times, BCG’s Alpesh Shah, Hans-Paul Bürkner, and Lars Fæste assert that uncommon opportunities can arise from turmoil and share five things they have learned from some of the world’s most talented CEOs: the importance of unleashing the power of the frontline, doubling down on a sense of purpose, going local and building bridges, integrating digital and technology into everything, and simplifying to generate the funds to fuel the journey. They write that “success is no longer just about optimizing margins, profit and Total Shareholder Return. Those things are still essential, but it is also critical to optimize Total Societal Impact.”


What 2020 Taught Us About “Growing” Future Leaders

BCG’s Debbie Lovich believes that the lessons from 2020 will be mined for years to come, specifically when it comes to developing leaders. In her column for Forbes, she shares three of these lessons for the new reality. First, employees identified as rising stars may not deliver great leadership. Next, a growth mindset requires “deliberate practice.” And finally, organizations have to “intentionally develop their leadership”—an effort that cannot start early enough.


Getting to the COVID-19 Finish Line: A Drama in Three Acts

In this commentary for Fortune, BCG’s Rich Lesser and Marin Gjaja propose that the story of the end of the COVID-19 pandemic must unfold in three acts that require holistic and responsive strategies from all stakeholders. The first act is an “epinomic approach,” which involves balancing epidemiology and socioeconomics to manage risk. Act two requires a robust monitoring system of testing and tracing, with more “proactive screening testing of populations.” The final act is to complete the administration of vaccines. They write that “this is our last chance to take the off-ramp to the finish line. Let’s not waste it.”


Squaring the Circle in a “Confusing, Polarizing World of Dizzying Complexity”

In his penultimate column for Forbes, BCG’s Grant Freeland writes about how business leaders must deal with the challenges unique to their industries, institutions, and times by helping to shape changes instead of “being shaped by them.” He cites a recent article from BCG Henderson Institute that offers suggestions for leaders who must chart the path forward in a world that is becoming more complex and less predictable, and where the pace of change is accelerating. The key takeaways include accepting the world as it is, being ready and willing to change, developing a set of values, and looking in the mirror.


How the Future 50 Positioned Themselves for Growth, Even in 2020

In their featured article for Fortune, BCG’s Martin Reeves and Kevin Whitaker unveil the fourth annual Future 50 index, which identifies companies with the greatest capacity to continually reinvent their businesses and sustain long-term growth. The index, codeveloped by the BCG Henderson Institute and Fortune, found that highly vital companies exist across all sectors and geographies. Reeves and Whitaker conclude that “vitality can be achieved everywhere—and even amid a crisis, opportunity awaits companies that are willing and able to look to the future.”


Don’t Let Vaccines Close Your Window to Reshape the Future of Work

In her column for Forbes , BCG’s Deborah Lovich shares that workplace success going forward depends on shaping the future of work to your advantage. She says that despite the arrival of vaccines, remote work will likely be the norm through 2021, and companies that are still operating without COVID-19 playbooks need to write them quickly. Lovich emphasizes that many misconceptions about remote innovation have been proven wrong. She proposes that “employee experience and input” is central to reimagining the post-COVID workplace.


Consumer Confidence Will Be Key for the Travel Industry’s Recovery

BCG’s Jason Guggenheim talks with Bloomberg about his predictions for the travel industry’s recovery. According to BCG research, travel is unlikely to rebound to 2019 levels until 2023 or 2024. Guggenheim emphasizes that in an industry heavily driven by consumer confidence, psychological inhibition is now a make-or-break factor. He anticipates that businesses in beach and tourist towns, where the economy relies heavily on vacationers, will particularly struggle.


Great Consulting Requires Great Clients

The key to a great consultancy lies in having great clients, BCG’s Grant Freeland writes in his column for Forbes. He describes great clients as determined, bold, and honest people who work as one with their consultants, leading and owning any changes that are made. He adds that stand-out clients are those who develop long-term relationships with consultants and set clear goals. “Working with a consultant is a relationship, not a transaction,” Freeland emphasizes.


Holiday Shopping Brings Hope for Luxury’s Recovery

Luxury retailers are projected to have a strong holiday season overall despite a difficult 2020, BCG’s Sarah Willersdorf tells CNBC. She explains that the biggest difference this year is that the shopping period is expected to be much longer and as much as a third of all sales will move online—up 20% to 30% from last year. She says the pandemic will continue to boost online shopping as we see a shift away from traditional in-store consumerism. All of retail will be up 5% from current levels, Willersdorf says, as the industry begins to recover.

Business Insider

Key Strategies for the Biden Transition

As the formal US presidential transition begins, BCG’s Sharon Marcil, who has advised three previous US transitions, talks with Business Insider about how to execute a transition successfully amid a pandemic. She says that the most important task is to get everyone on the same page and to mobilize around a clear set of priorities that allow the new administration to effectively drive the president-elect’s agenda. Marcil emphasizes, however, that this can be achieved only with strong communication. “Let's get smart on the issues, set your priorities, move through your plans, and get that alignment quickly so you can allow for some autonomy,” she says.


Time to End Virtual Happy Hour? Not So Fast

In her column for Forbes, BCG’s Deborah Lovich considers what makes virtual socializing successful as online happy hours become the new norm. After surveying hundreds of her coworkers, she shares her findings on combating Zoom fatigue. She explains that virtual socializing works when people share a genuine connection, functions are well organized, and events are optional instead of mandatory. The most striking theme, Lovich writes, is to focus on making it personal.

Australian Financial Review

Boards Must Step Up on Cybersecurity

“Cyber risk has moved from fundamentally a technology issue to being a strategic enterprise risk issue,” BCG’s Paul O’Rourke tells the Australian Financial Review. He believes companies are spending too much money to protect against cyber-attacks in the wrong areas. Companies need strategic knowledge of both cyber and business strategy, he emphasizes. O’Rourke outlines BCG’s evidence-based cyber strategy, which helps boards identify how much and where to allocate resources to mitigate risk.