BCGが読む経営の論点2024
先を見通すのが難しいこの時代、変化を察知しそれを踏まえて自社の能力を最大限に発揮させる力はますます重要になっています。本書は、2024年を迎えるにあたり注目すべき4つの重要なトレンドと、時代の変化に対応するために欠かせない4つの経営能力について、企業が考えるべきことを提示します。
先を見通すのが難しいこの時代、変化を察知しそれを踏まえて自社の能力を最大限に発揮させる力はますます重要になっています。本書は、2024年を迎えるにあたり注目すべき4つの重要なトレンドと、時代の変化に対応するために欠かせない4つの経営能力について、企業が考えるべきことを提示します。
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(グレート)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。
企業はパンデミックにより露呈した構造的問題に対処するため、グローバル生産・供給ネットワークを再考し、レジリエンスを高める必要があります――たとえ、それがコスト増につながるとしても。
サプライチェーンのエンドツーエンドの可視化は、さまざまな業界の企業にとって長年の課題ですが、現在ではデータとアナリティクス、新テクノロジー(AI、センサー、IoT等)、新しい働き方を活用することで従来にないソリューションを生み出すことが可能となっています。
With parallels to the complexities of building a house, BCG’s approach to transforming a supply chain emphasizes the importance of coordination, digital enablement, and speed.
The root cause of the problem lies not with technology but with how and where companies are applying it.
Supply chains generate 11.4 times more emissions than in-house operations, but only 39% of businesses engage suppliers on climate topics. Here’s how to engage them.
The brewer launched a supply chain transformation program to reduce complexity, build new ways of working, and reduce its carbon footprint. Here’s how it succeeded.
BCG-WEF Project: AI(人工知能)を活用した産業オペレーション
製造業は、生産性の向上、サステナビリティの改善、レジリエンスの引き上げ、労働力の強化を最適化することが必要です。最新テクノロジーの力を生かして、こうした目標をどのように達成できるでしょうか?
Companies can use a category-specific analysis to identify the best alternatives to conventional sourcing strategies.
Collaboration and digital technology are the keys to overcoming the main challenges of supply chain risk management.
By adhering to a simple six-step process, business can systematically manage ESG risks in global supply chains. Doing so will also embed ESG into the heart of operating models.
Public procurement accounts for 15% of global greenhouse gas emissions annually. Because governments can create demand for clean energy technologies, they can have a direct impact on reducing the world’s carbon footprint.
Amid shifting dynamics, transforming the global footprint can improve companies’ resilience and sustainability and cut manufacturing and supply chain costs. How are successful companies doing it?
By applying levers that reduce both carbon emissions and costs, industrial companies can generate savings to invest in further decarbonization initiatives.
Eventually, once the circular value chain is mature and optimized, secondary materials will cost less than primary materials.
Combining distributed and additive manufacturing mitigates supply chain risks by enabling fully digital interactions, better economics for producing small quantities, and flexible capacity.
To succeed in challenging times, CEOs must do the seemingly impossible: capture cost savings while achieving additional competitive advantages, including innovation, sustainability, and resilience. CEOs can do all of this by taking what may seem like a surprising step: empowering their procurement function to liberate new value from their top supplier relationships.
Learn MoreReaching a higher, value-adding level of support function maturity isn’t a distant vision but a tangible goal that can be achieved with purposeful action.
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.
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.
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.
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.
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.
In a turbulent, fast-changing world, innovation success means getting it right over and over again.
Organizations’ biggest cost is usually operations, making it the first place to seek efficiency and productivity improvements to fund the future.
Organization-wide platforms for product and service delivery enable agile ways of working and rapid recovery from crisis.
BCG’s new benchmark reveals that only 10% of companies are truly prepared for supply chain disruptions. Where does your company stand?
Organizations must use all their data, customize and link their underlying systems, and manage the transition patiently to get the best from the new breed of IBP platforms.