The Experience Curve

Read the Article

Classics

The Product Portfolio

Only companies with a balanced portfolio of products—as reflected in BCG's growth share matrix—can use their strengths to truly capitalize on growth opportunities.

The Rule of Three and Four

A stable competitive market never has more than three significant competitors, the largest of which has no more than four times the market share of the smallest.

The Concept of Strategy

Companies need to absorb the fast-changing lessons of strategic thinking to survive and thrive.

Why Change Is So Difficult

Bruce Henderson wrote that all organizations must adapt or die. So why are the forces of corporate culture so set against change?

Jazz vs. Symphony

John Clarkeson wrote that the winning organization of the future will look more like a collection of jazz ensembles than a symphony orchestra. The future is here.

The Kindness of Strangers

The lighter-weight business models enabled by Web 2.0 pose threats and present opportunities to traditional players.

The Corporate Portfolio

A diversified portfolio enables a company to operate on a higher level of complexity. Instead of developing a family of products, it is able to develop a family of businesses.

Network Organizations

Why managers in network organizations have to empower their people and learn to live with less control.

The Experience Curve—Reviewed (Part II)

Experience curve is the name applied in 1966 to overall cost behavior by The Boston Consulting Group. The name was selected to distinguish this phenomenon from the well known and well documented learning curve effect.

The Python in the Garden

Web 2.0 could redefine the traditional rules of strategy, strengthen competitive advantage while lowering costs, and upend entire industries.

Segment-of-One Marketing

Across many industries, computers have personalized the way companies serve their customers. Companies that “own” the market and can satisfy individual customers' needs will gain competitive advantage.

The Time Paradigm

Time is the secret weapon of business. Providing the most value for the lowest cost in the least amount of time is the new paradigm for corporate success.

From Reciprocity to Reputation

Technology is driving the substitution of one form of trust for another—reputation for reciprocity—with consequences for both strategy and organization.

Strategy and the New Economics of Information

Technology is dissolving the glue that holds traditional value chains together, enabling individual links to follow their own underlying economics.

Collections

SUBSCRIBE