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日本企業のPBR改善に向けた処方箋――日本版バリュークリエーターズ・ランキング2024

日本企業が今後も持続的に企業価値を高めていくためには、ガバナンス改革に加え、事業ポートフォリオの大胆な見直しを含め、事業の本質的な収益性や資本効率向上を実現すること、そして投資家と真摯に向き合い、長期投資家を呼び込むことが重要です。

新規事業着工力を高める

再成長に向けて日本企業が新規事業の成功数を増やすために、筆者は組織としての新規事業「着工力」を高めることが必要と説きます。「着工力」に焦点を当てて、経営リーダーと事業企画・推進チームの双方が共通の認識をもち、効果的なプロセスで新規事業を進めるためのヒントをご紹介します。

大胆な計画は従来の計画プロセスからは生み出せない

不確実性が高まる今、大胆な計画を生み出ためには従来の計画プロセスを再考する必要があります。本稿では、シナリオを取り入れた、4段階から成るプランニングプロセスを紹介します。

日本企業の競争力の現状と成功の必要条件

BCG Future Winning Modelシリーズ前編では、日本企業の競争力低下の実態と原因について、直近5～10年間を中心に分析しました。BCG、およびBHI独自のデータソース等から浮き彫りになる日本企業の現状を明らかにしたうえで、グローバル市場で勝つための第一歩として必要な「5つのグローバル標準の成功要諦」について論じています。

日本企業の特徴と強み、未来に向けた成功要件

「グローバル標準の成功要諦」を押さえて競争優位を築いている日本のベストプラクティス企業は、日本企業に認められる特徴を独自の強みへと進化させています。長期的なトレンドを踏まえた「未来に向けた成功要件」も考察したうえで、Future Winning Model実現のためになすべき4つのアクションを提示します。

CFO Excellence

The Art of Capital Allocation

To help companies satisfy growth-minded investors, we outline best practices for the basic disciplines of capital allocation—strategic budgeting, project selection, and investment governance.

A Resilient Balance Sheet Pays Off in Uncertain Times

Companies can gain breathing room to operate under stressful conditions; withstand the scrutiny of shareholders, creditors, and regulators; and pursue market opportunities.

The CFO as the Architect of Zero-Based Transformation

The best approach to zero-based transformation comes from treating all spending as investment and making the CFO a key strategist for generating value.

How to Make Financial Steering Better, Faster, and More Efficient

Finance functions can use two related capabilities—dynamic planning and advanced business intelligence—to turbocharge their role as forward-looking strategic advisors.

Business Strategy

IBM’s Roger Premo on Open Source, AI, and Competitive Advantage

What’s behind IBM’s hybrid cloud and AI strategy? The company’s lead strategist offers an inside scoop.

Moody’s David Platt on Accelerating Strategy with M&A

Transactions have been central to Moody’s transformation from bond-rating giant to integrated risk management leader. The company’s lead strategist shares his philosophy.

戦略とリスクマネジメントを統合し、不確実性のなかでチャンスをつかむ

リスクはチャレンジとチャンスが表裏一体となったコインのようなものです。経営層はそのマイナスの側面を避けるだけでなく、プラスの側面を受け入れる必要があります。

The New Blueprint for Corporate Performance

The rules for boosting performance and competitive advantage are changing. CEOs urgently need a pragmatic playbook for building the capabilities to win in the future.

Sustainability as Advantage

Investors Want to Know Your Sustainability Business Case

New BCG research uncovers the seven factors that distinguish sustainability announcements that create value from those that don’t.

Why the New Competitive Advantage Demands Sustainability

Companies can no longer simply focus on maximizing total shareholder returns. To win, they must hone sustainable business models.

Digital Strategy and AI

What the Data Tells Us About Digital Transformation, by Industry

In our December 2021 report, Performance and Innovation Are the Rewards of Digital Transformation, we explored three questions that we hear a lot from clients. How are companies in my sector doing? Is there any proof that transformations deliver real results? And where are leaders focusing their transformation programs?

The Five Digital Building Blocks of a Corporate Sustainability Agenda

Achieving ESG goals and building sustainability as a competitive advantage requires integrating technology and data from the beginning.

Strategic Planning

Bold Plans Do Not Come from Old Planning Processes

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.

Building Your Uncertainty Advantage

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.

Family Business

Great Family Businesses Need Good Governance

By anticipating and addressing key issues, family owners can reduce risk, manage conflict, and promote prosperity.

Untangling Conflict: An Introspective Guide for Families in Business

Drawing on decades of lessons learned from the authors’ work supporting families and the businesses they own, this book guides family businesses through an introspective process that helps them determine their own bespoke approaches to preventing and mitigating conflict.

BCG Classics Revisited

BCG Classics Revisited: The Experience Curve

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.

BCG Classics Revisited: Time-Based Competition

The principles of time-based competition—a classic concept among BCG insights—still hold. But today’s companies must be adaptive, as well as fast, in order to succeed.

BCG Classics Revisited: The Rule of Three and Four

BCG founder Bruce Henderson’s rule, conceived in 1976, still holds valuable lessons for companies in many industries.

BCG Classics Revisited: The Growth Share Matrix

The growth share matrix—put forth by the founder of BCG, Bruce Henderson, in 1970—remains a powerful tool for managing strategic experimentation amid rapid, unpredictable change.