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。
次の10年、日本企業が勝者となるために経営者は何を軸に組織を牽引していけばよいでしょうか。経営リーダーの皆様にこの問いに対する思考を深める助けとしていただけるよう、企業を取り巻く環境の変化と経営のパラダイムシフトについて考察します。そして、目指す姿の実現に向けて「パーパス」を基点とした企業変革について解説します。
BHI Japanでは、日本に住む人々、特に未来を担う若年層にとってのウェルビーイングとは何かを探るため、独自の消費者調査を設計・実施しました。その結果を踏まえ、企業が目指すべき「ウェルビーイング経営」の在り方を考察します。
これからの時代に成功する企業は、人間の能力とテクノロジーをシームレスに組み合わせて、優れた顧客体験と顧客リレーションシップを生み出し、生産性の高いオペレーションをつくりあげ、継続的にイノベーションを起こしていける企業でしょう。
GenAI will impact roughly 90% of tech jobs and reduce costs by approximately 10%. Starting with tech functions, companies will need to mobilize talent in response.
HR is stepping into a future of more powerful core capabilities and stronger strategic leadership—and GenAI is central to this change.
BCG’s latest global employer survey reveals that finding and keeping employees are among the top reasons that organizations are supporting new workforce initiatives.
Employers underestimate how many PwD work for them, so they are missing opportunities to improve inclusion and retention. Here’s how they can do better.
Today’s companies can transform their talent model—and business strategy—by using digital talent platforms to access highly skilled freelancers.
New research from BCG and Harvard Business School's Project on Managing the Future of Work suggests how companies can make the most of new talent models.
Many companies are struggling to hire and retain talent, but they fall short by not using a broad enough array of tools.
The pandemic has accelerated the trend of companies turning to digital talent platforms for highly skilled workers. Find out why these platforms appeal to workers.
Five key practices can unify leaders up, down, and across the organization—and spark concerted action.
Today more than ever, we are relying on our leaders to deliver. We’re asking more of them than we have in decades.
Ulrike Schwarz-Runer, a managing director and senior partner and BCG's general counsel, shares her reflections on the value of having a mentor, though she believes this term to be inadequate.
By Debbie Lovich
Read Debbie’s recent columns below or visit the full collection on Forbes
Talent can be hard to source and retain, even as segments of the US population lack access to satisfying, supportive jobs. Three initiatives are making a difference.
A sustained, coordinated, and multipronged approach involving both public and private sector players is the single best way to ensure a continuous supply of skilled professionals.
When rapid technological change requires employees to dynamically upskill and reskill, again and again, a static college degree begins to seem less relevant.
To keep up with a rapidly evolving job market, hiring practices must also change. BCG managing director and partner Nithya Vaduganathan shares how to cultivate an inclusive work culture, inspire productivity, and unleash talent hiding in plain sight.
BCG’s Allison Bailey, Debbie Lovich, and Karalee Close shared their thoughts on the future of work at a recent Bloomberg Live event. They explained why leaders should take advantage of the current clean-sheet opportunity to broadly, intentionally, and boldly rethink what work is and how we do it.
Companies that build advanced continuous-learning organizations can attract and keep the best talent—and create lasting competitive advantage.
Revolutionary tech advances, the changing paradigm of training, and the rise of the bionic company demand radical rethinking of the corporate L&D function.
By investing in the cloud, data, and analytics, institutions can improve student success, operational efficiency, and innovation in research and learning.
Companies compete on their capacity to learn quickly—and building an effective learning ecosystem is essential to gaining advantage in this critical area.