转型群英录
本报告阐述了愿景明确的企业领导者如何带领企业转危为机。他们采取的举措大幅改善了业绩表现和市场占有率，并为股东创造了巨大的价值。
本报告阐述了愿景明确的企业领导者如何带领企业转危为机。他们采取的举措大幅改善了业绩表现和市场占有率，并为股东创造了巨大的价值。
成功的转型不仅需要更精简的运营模式和逐步提高利润率，还需要围绕一个明确的目标做好协同整合，并采取更加雄心勃勃的措施，比如创新、重新调整业务组合以及重新定位公司的市场进入策略。
BCG总结了一套经实际检验的数字化举措，可以通过降低成本、提高收入和利润率，快速持久地提升企业价值。
全球最大综合钢铁生产商之一的塔塔钢铁公司（Tata steel）最近提出一项转型计划，可为大型企业有效管理转型提供重要参考。
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.
With so much at stake, why do so many companies fail?
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.
What does data say about transformation success factors? Despite the high stakes of business transformations, many leadership teams rely on anecdotal, rather than empirical evidence.
These technology initiatives can help companies generate fast, sustainable gains without the need for a full-scale transformation.
To address disruption from COVID-19, companies need to reimagine their business models with transformation that both sustainably accelerates growth and generates shareholder value.
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.
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.
BCG Managing Director & Partner Ib Löfgrén defines the concept of full-potential PMI—a powerful way to help clients deliver value by creating a platform for future growth—and shows how BCG is supporting clients beyond typical benchmarks for traditional PMIs.
We explore why some sectors and segments have higher success rates than others.
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.
Great Chief Transformation Officers Matter More Than Ever
Failed transformations come with a high price tag—including shrinking profit margins, lost market share, and diminished competitive advantage. In an attempt to avoid these woes, organizations often designate a company executive in charge of transformation. But as with transformations themselves, many such transformation officers struggle to succeed.
Yesterday’s models can’t handle today’s challenges. Businesses won’t survive without a bold new approach for tomorrow.
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.
The pandemic is forcing companies to be more sure-footed in their change efforts. Here are insights from those that have succeeded.
Half the battle in transformations is overcoming mental roadblocks to change in the organization. Here’s what leaders can learn from behavioral science to improve the odds of success.
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.