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。
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。
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。
「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。
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。
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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。
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