自社の製品ポートフォリオを再評価し、不要な機能を捨てて消費者にとって最適な価値を引き出すために活用可能なBCG独自のアプロ―チ「Design to Value Accelerator」をご紹介します。
BCG Executive Perspectives offer insights on global topics that matter most to leaders in the public and private sectors. Our latest edition explores emerging trade and supply trends and shares implications for businesses looking to build resilience amid looming uncertainty.
As a confluence of megatrends prompts companies to rethink their production and supply footprints, Southeast Asia is in a position to become a greater force in international trade.
BCG's Pepe Rodriguez on our approach to digital supply chain transformations and the four aspects that we like to consider.
Companies seeking to reduce their environmental footprint should focus on one element of their operations in particular: their global supply chains.
They improve the speed and quality of decisions as well as resilience and performance.
As CSCOs shift into a second phase of their COVID-19 response, five key actions will help them prepare for recovery.
Savings are waiting to be tapped in many areas. Banks that take an aggressive approach to improving procurement can boost net income before taxes by 3% to 4%.
Companies that lead the way in initiating and scaling up a transformation will gain significant advantages in cost and risk management.
To optimize their cost-cutting efforts, smart companies are turning to their suppliers.
Faced with an unprecedented crisis, operators should use a dual approach that supports suppliers and embraces strategic partnerships to build industry resilience.
A comparison of technologies requires detailed assessments of costs as well as technical capabilities. Companies can’t get by with a one-size-fits-all approach.
To enhance competitiveness, companies must take a clean-sheet approach to deciding what, where, and how to manufacture.
Manufacturers can implement win-win actions in their production and logistics operations that benefit the environment and create financial value.
Companies can reduce costly delays and add value by building agile into their factories.
It’s not enough to establish the right organizational structure. Companies must also attract and retain digital talent and overcome the limitations of legacy IT systems.
Digitizing manufacturing operations is imperative—yet immensely difficult. Companies that have tried have seen mixed results. We’ve identified factors that separate leaders from laggards.
Digitization—when done right and at scale—yields impressive results. Discover how manufacturing companies can learn from Ford’s success as Mike Mikula, Ford’s global chief engineer, shares insights with BCG’s Jonathan Van Wyck.
Tune out the tech sales pitches. Focus instead on what you seek to achieve from a digital transformation.
BCG’s Latest Operations Insights
Operations touches all aspects of the product journey, an increasingly interdependent and globalized process. Follow BCG on Operations on LinkedIn for a collection of insights and news from BCG’s Operations practice.
Giant call centers, commodity offerings, and rigid scripts for dealing with customers will give way to agile, AI-enabled organizations that combine hyperpersonalization with ultraindustrialization.
Now is the time to reduce complexity in GBS. This can help companies achieve excellence and transform customer experience.
Leaders who have stabilized their contact center operations must now think about harnessing the positive changes unleashed by the crisis.
Excellent functional level strategies can yield cost savings, offer greater customer satisfaction, provide a more responsive platform for driving transformation—and sharpen your company’s competitive edge.
A practical approach to cost cutting can yield savings of up to 80%.
Half the battle in transformations is overcoming mental roadblocks to change in the organization. Here’s what leaders can learn from behavioral science to improve the odds of success.
To prime your white-collar processes for digital (or any) transformation, drill down to the process essentials.
The growth of automation, digitalization, and virtual collaboration is putting pressure on companies to reimagine the way their corporate centers operate.
CFOs can maintain a relentless focus on value creation by serving as strategic advisors to business leaders, overseeing performance, and communicating a persuasive equity story to investors.
During price upturns, companies often indulge in bad behavior, such as “window dressing” capital projects with overly optimistic cost and completion assumptions—jeopardizing project performance.
Behind Think Big is transparency and collaboration. That's how BCG conceives a successful large capital project. Let’s think big to make big things happen.
To keep projects on track, managers must excel on multiple fronts–including fostering transparency into project challenges, encouraging collaboration among all stakeholders, and candidly assessing project risks.
In a turbulent, fast-changing world, innovation success means getting it right over and over again.