These seven companies outperformed their industries during the pandemic—and in the process, they showed how businesses can turn crises into opportunities for growth.
The real-world experiences of a business leader who has seen change efforts up close—while serving as CEO, board chair, and director at multiple organizations—point to five key priorities.
Because most organizations have already launched short-term measures to respond to COVID-19, the challenge now is to build on that progress. Five leadership traits will be crucial.
Digital levers are critical to improve performance—both for companies that have just started a traditional transformation journey and for those that have already completed one. BCG Managing Director and Partner Christian Gruss explains how to leverage these tools to gain advantage.
Using a centrally managed program orchestrated across three phases, BCG TURN delivers rapid and sustained cost impact to clients. BCG Managing Director & Partner Mikko Tynkkynen explains how growth-minded cost transformation that links revenue and cost can create significant value.
By digitizing their value chains from end to end, Chinese grocers can increase efficiency, boost margins, please customers—and make gains against the competition.
A successful transformation leads to increased profitability and strategic advances, as our latest survey shows. But not enough companies are getting it right.
With so much at stake, why do so many companies fail?
These technology initiatives can help companies generate fast, sustainable gains without the need for a full-scale transformation.
We explore why some sectors and segments have higher success rates than others.
Only a third of corporate transformations succeed, but two early decisions can help you buck the odds. A new BCG series, “Transformation Revisited,” shows how.
If everything is a priority, nothing is a priority. What do companies focus on in the critical early stages to ensure a successful transformation?
Like a CTO, the leader of an alpine climb must marshal all of his or her skills in program design, motivation, and contingency planning to tip the odds toward success.
The odds are stacked against leaders who manage major organizational changes. But those who model the behaviors they seek and are persistent, hypervigilant, and flexible can improve their chances of success.
Three-quarters of all large-scale transformations fail to deliver the planned results. BCG’s Christian Gruß explains how transformation programs can both deliver rapid impact and enable the organization to sustain the impact.
According to a recent BCG survey, many companies in Germany, Austria, and Switzerland may struggle to simultaneously refinance outstanding debt and fund large-scale business model transformation.
When a company’s existence is on the line, the finance department needs a laser focus on short-term liquidity.
Working capital optimization can be invaluable—building profits, reducing debt, and boosting corporate strength—whether in day-to-day operations or in the face of a downturn.
By staying focused and scoring quick wins in its companywide transformation program, a world-leading fleet-management company created unprecedented new value for employees, clients, and shareholders. Equally impressive, it transformed its culture—strengthening transparency, agility, and accountability throughout the business.
Pandora CEO Alexander Lacik describes the three-pronged turnaround program that helped his company revive excitement about the brand and reconnect with customers—while also radically reining in costs.
The brewing company’s president and CEO discusses its recent transformation—what spurred it, details of the implementation, and early results.
Lars Feldskou, Group CPO for Danish Crown, talks about his collaboration with BCG on a transformation to make Danish Crown work as one company.
How do you transform a 101-year-old company with roots in the traditional mail business? The answer is one part innovation and one part sticking to your core.
When one of the world’s biggest steel companies ran into a crisis, it successfully launched a major change initiative—and integrated the ability to change into its DNA.
The Sixt Group’s head of strategy offers lessons from the 2008 crisis for businesses suffering in today’s COVID-19 slowdown.