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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。

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。

日本のCVCは何を目指すべきか――理想と現実、そして日本企業が今とるべきアクション

デジタル化が進むなかで、コーポレートベンチャーキャピタル（CVC）を立ち上げる日本企業が増えています。その一方で、日本企業が抱える課題も浮かび上がっています。本鼎談ではDNX Venturesの倉林 陽氏をお迎えして、日本企業が今とるべきアクションについて議論します。

日本企業の価値創造とESG――日本版バリュークリエーターズ・ランキング2023

本稿では、日本企業の価値創造を世界の各地域との比較、国内の業種別の比較、価値創造に優れた個別企業のランキングという切り口で分析するとともに、昨今重要性が高まるESGと企業価値の関係に着目し、ESGへの取り組みを企業価値の創造につなげるBCGのアプローチをご紹介します。

未来に向けたトランジション――新任CFOが描くビジョンとロードマップ

経理・財務組織が長期的な課題にしっかりと取り組むためには、新任CFOが「トランジション」の期間に過去の文脈から現在を正しくとらえて未来につなぎ、組織としての変化を積み上げていくことが重要です。この論考集には、新任CFOが最初の90日、そして1年の間にそれぞれ何をすべきかを考察する論考を収録しています。

CFO Excellence

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.

Finance Functions Need More Women Leaders. Here’s Why.

Companies can use the disruptive power of gender diversity to elevate innovation, resilience, and financial performance to new levels.

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

Uniting Strategy and Risk Management to Seize Opportunity in Uncertainty

Companies can gain significant competitive advantage by investing aggressively in sustainability today.

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

How are the companies in your industry doing?

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.

Executive Perspectives

BCG Executive Perspectives: CEOのジレンマ

このシリーズでは、不確実性下でどこに機会があるかを理解できるよう、今日のビジネスリーダーが直面している破壊的な潮流について考察します。

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.