
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。
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。
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。
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。
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。
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。
Companies can gain breathing room to operate under stressful conditions; withstand the scrutiny of shareholders, creditors, and regulators; and pursue market opportunities.
The best approach to zero-based transformation comes from treating all spending as investment and making the CFO a key strategist for generating value.
Companies can use the disruptive power of gender diversity to elevate innovation, resilience, and financial performance to new levels.
Finance functions can use two related capabilities—dynamic planning and advanced business intelligence—to turbocharge their role as forward-looking strategic advisors.
Companies can gain significant competitive advantage by investing aggressively in sustainability today.
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.
New BCG research uncovers the seven factors that distinguish sustainability announcements that create value from those that don’t.
Companies can no longer simply focus on maximizing total shareholder returns. To win, they must hone sustainable business models.
How are the companies in your industry doing?
Achieving ESG goals and building sustainability as a competitive advantage requires integrating technology and data from the beginning.
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.
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.
By anticipating and addressing key issues, family owners can reduce risk, manage conflict, and promote prosperity.
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.
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。
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.
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 founder Bruce Henderson’s rule, conceived in 1976, still holds valuable lessons for companies in many industries.
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.
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