基业长青：中国家族企业的东方智慧与长青之道
本报告讲述了家族企业管理的中国故事，旨在帮助读者从多个视角思考家族企业的管理与发展。
本报告讲述了家族企业管理的中国故事，旨在帮助读者从多个视角思考家族企业的管理与发展。
从微软借助云转型重回巅峰，到辉瑞以创纪录的速度推出新冠病毒疫苗，创生型领导的价值在一次次实践中得到了验证。
BCG与亚太地区17位杰出的董事长进行了对谈，了解迄今为止他们从新冠疫情中吸取的经验教训，并确定了他们在面对即将到来的复苏时所需考虑的首要问题。
今天的中国已迈入改革开放的第43个年头，而对于在此过程中不断成长和壮大的民营企业而言，企业经营的“接力棒”交接已成为诸多企业、尤其是家族企业的重要议题。本文将结合优秀家族企业的先进实践展开探讨。
They’ve been called heroes during the pandemic, but many of these workers aren’t satisfied with their jobs. Here’s what leaders can do to change that.
An employee value proposition can help companies keep current employees and attract new ones.
Today more than ever, we are relying on our leaders to deliver. We’re asking more of them than we have in decades.
A systematic approach to postpandemic ways of working can capture the upsides of these models while mitigating the risks.
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.
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.
Today more than ever, we are relying on our leaders to deliver. We’re asking more of them than we have in decades.
Five key practices can unify leaders up, down, and across the organization—and spark concerted action.
A joint study by BCG and the World Federation of People Management Associations, based on a global survey, focuses on three priority areas for HR action.
To take DEI to the next level, look beyond broad categories of race, gender, and sexual orientation to discover what truly shapes employees’ experiences at work.
What do leaders really need to do—what really needs to change—as they transform their companies to become bionic in the post-COVID world?
Cell phones, social media, messaging software, and multitasking are robbing our attention, as our monkey minds jump from one notification to another. Mickey McManus, a BCG senior advisor and leadership coach, explains how these distractions strip our cognitive capacity and even our ability to make ethical decisions. Is this the price of “progress,” or is there something to be done? McManus offers tips for everyone from the board and C-suite to the front line to enable companies and employees to regain control of our cognition.
To successfully adapt their HR strategies and operating models for a decarbonizing world, companies must ensure that the new approaches make sense for all parts of the organization.
Our analysis of more than 15 million job postings reveals the future of work.
Talent is universal, opportunity is not. BCG’s Innovation Without Borders Series explores how global migration can create opportunities for individuals, companies, and societies.
By reshaping the way employees find challenging opportunities, new ITM programs are helping women grow their careers.
The rapidly changing workplace presents an imperative—and an opportunity—for employees to reenergize their learning and capabilities.
Companies take three key actions to find talent in new and hidden places.
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.
