Ten Lessons from 20 Years of Value Creation Insights
Value creation has changed, but the rules—and the ways of winning—remain the same.
Corporate and business strategy have evolved since BCG pioneered the fields in the 1960s and 1970s with the growth share matrix and experience curve. Today’s business leaders must match their strategies—and their strategy development approaches—to a broader range of strategic environments. They must embrace the opportunities and disruptive potential of digital, while maintaining the agility to adapt to changing conditions. Explore BCG’s latest strategy thought leadership to learn more.
Value creation has changed, but the rules—and the ways of winning—remain the same.
A select group of diversified companies outperform their peers in total shareholder returns, year in and year out. Here’s how they do it.
Changing while things are still going well takes less time, costs less, and generates more value than reactive change. Here’s how to get it right.
New technologies operate at superhuman speed. Social, political, and economic forces move much more slowly. To use learning as a competitive advantage, companies must be able to learn on both timescales.
Exploring new options versus exploiting existing ones is the tradeoff at the heart of business strategy.
Today’s business leaders need more than one playbook. Your Strategy Needs a Strategy reveals the five distinct styles of strategy needed to win in today’s increasingly diverse competitive environments.
To win the upcoming battle for supremacy in digital and artificial intelligence, companies must transform into butterflies rather than crawl faster as caterpillars.
AI is gaining steam in business. Its rapid rise in China, in particular, has been a wake-up call for nations, industries, and executives globally.
Companies are encountering the “AI paradox”: it is deceptively easy to launch projects with AI but fiendishly hard to reach scale.
Practical applications for quantum computing in multiple industries are closer than many people think. The market could hit $50 billion by 2030.
为应对数字化未来的挑战，企业需制定战略，充分利用新技术和生态系统，重塑自调整商业模式；政府则应积极推动数字经济，鼓励创新和创业，厉兵秣马，做好准备。
这本书是写给商业管理者和负责制定致胜战略的领导者。在战略领域，充满了各种理念和框架。《战略的本质》将帮助你拨开迷雾，从中清晰地找到最适合你的某种战略方法或组合方案。
有时候，创造股东价值的最佳路径是降低投资回报率并提高增长率。但是这种方法只有在你的投资回报率大大高于资本成本且核心业务与周边业务的经济联系实际存在的情况下才能实现。本文中的观点来自于对公司估值倍数与税后资本回报之间关系的相关研究。
众所周知，一项成功的经营战略通常是与企业具有的可持续竞争优势密切相关的。因此，制定制胜战略是企业寻求在市场竞争中脱颖而出、独树一帜的一个重要途径。企业要想制定所谓的“制胜战略”，不仅需要获取相关信息，还需要掌握“附加能力”（即洞察力）。本书开篇以“洞察力是战略之魂”的观点切入，随后讲述了一系列有助于锻炼战略洞察力的技巧：如何快速建立一个假说驱动思维的流程？如何培养创造力以克服坚持既定解决方案的倾向？如何利用团队力量进一步扩展思维流程？
BCG与《哈佛商业评论》中文版杂志携手合作，联合甄选出近期BCG在战略、运营、人才和组织、全球化这四大类选题下最具代表性的思想精华，集中探讨了当前复杂市场环境下的企业运营、塑造型战略制定、人才管理和赢得新兴市场等重要的热门议题。我们将这些思想精华集结成册，制作出版了这本《变革中求生》研究报告选集，以期对中国企业以及在中国运营的跨国公司有所启迪，对企业的长远发展助一臂之力。
Artificial Intelligence
AI has made its way to the business world. What happens next?
Companies need a better way to develop and implement strategy, one that’s in sync with both market realities and the specific approach that they choose.
Leading companies are improving upon their traditional strategy-setting processes by adding something much more dynamic and agile. We call it always-on strategy.
To ensure its success for generations to come, a family business should adopt only those characteristics of a modern corporation that will augment its distinctive attributes and fit with its culture.
With the right design and structure, a family office can be a powerful tool for meeting the financial needs of the wealthy.
The Experience Curve
Time-Based Competition
The Rule of Three and Four
The Growth Share Matrix
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