コーポレート・ファイナス＆ストラテジー

脱炭素経済における価値創造――BCGバリュークリエーターズ・レポートシリーズ

脱炭素経済に向かう道のりや段階は大筋では明確で、投資家はすでに合理的な予想をバリュエーションに織り込んでいます。脱炭素経済で価値を創造するために、企業は今、その第一歩を踏み出さなければなりません。

最強(ｸﾞﾚｰﾄ)を超える戦略――不確実な時代を勝ち抜く9原則

社会的緊張、地政学的変化、テクノロジーの進化があいまって世界のビジネス環境が大きく変容し、予測が難しい時代。こうしたなかで企業が勝ち残っていくためには、従来の「成功の方程式」のさらに先を目指す（＝最強(ｸﾞﾚｰﾄ)を超える）必要があります。先進企業の事例研究に基づき、これからのグローバルビジネスに求められる要件について考察します。

コロナ下における日本企業の価値創造――日本版 バリュークリエーターズ・ランキング 2021

日本でもTSR(株主総利回り)への注目が高まっています。本稿ではBCG独自の手法により日本企業のTSR、そして価値創造について分析、考察を行いました。

株主価値創造をめぐる10の学び――バリュークリエーターズ・レポート発刊20周年に寄せて

BCGでは、1999年から毎年、「バリュークリエーターズ・レポート」を発行し、株主価値創造に優れた企業のランキングと、その時々の事業環境において重要な株主価値創造についての考え方を発表してきました。20年という節目にあたり、本論考では、長年の研究から得たエッセンスとして10の学びを紹介しています。

The First Steps Toward the Finance Function of the Future

A CFO must set unique near-term ambitions that are bold enough to motivate employees to achieve their full potential.

Your First Year as CFO

By demonstrating results early, new CFOs facilitate their longer-term strategy and transformation efforts, paving the way for growth.

Your First 90 Days as CFO

A successful tenure begins with getting to know the finance function and establishing a vision to guide value creation.

Lessons from Best-in-Class CFOs

Only a few CFOs lead finance functions that truly outperform in both efficiency and effectiveness. Here’s what sets them apart.

Bringing Bionic Finance to Life

Fully integrating human and digital capabilities in the finance function entails a journey best done in three stages: ignite, professionalize, and scale and sustain.

Advantage Beyond the Crisis

In order to emerge stronger, companies must ensure that their response to COVID-19 is not just immediate but also transformational.

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.

Preemptive Transformation: Fix It Before It Breaks

Changing while things are still going well takes less time, costs less, and generates more value than reactive change. Here’s how to get it right.

How Do You “Design” a Business Ecosystem?

You can’t entirely plan or design an ecosystem, but answering some critical questions will increase the odds of building an ecosystem that has the potential to create new industries or transform existing ones.

An Atlas of Strategy Traps

『戦略にこそ「戦略」が必要だ』

The Rates of Success, Goals, and Future Priorities of Digital Transformations, by Sector

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.

The Rise of the Digital Incumbent

Legacy companies with strong digital capabilities are catching up with digital natives.

Performance and Innovation Are the Rewards of Digital Transformation

A successful transformation leads to increased profitability and strategic advances, as our latest survey shows. But not enough companies are getting it right.

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.

Can Your Strategy Survive These Four Futures?

BCG’s global expert on scenarios and creativity, Alan Iny, takes you on a tour of four distinct and plausible future competitive environments—and offers perspectives on how to shape smart strategies in the face of uncertainty.

Fast Execution Needs Fast Strategy

Traditional strategy processes are incompatible with agile ways of working. How can organizations balance autonomy with alignment?

Great Family Businesses Need Good Governance

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

A Founder’s Guide to Professionalizing a Family Business

To ensure its success for generations to come, a family business should adopt only those characteristics of a modern corporation that will augment its distinctive attributes and fit with its culture.

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 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 BCG founder Bruce Henderson in 1970—remains a powerful tool for managing strategic experimentation amid rapid, unpredictable change.