36 Posts found for Author: Martin Reeves

Companies and shareholders often focus on maximizing short-term returns. In contrast, resilience requires a multi-timescale perspective: forgoing a certain amount of efficiency or performance today for the sake of more-sustained performance in the future.

Content: Quotation | Authors: Kevin Whitaker, Martin Reeves | Source: “Harvard Business Review” | Subjects: Corporate Governance, Management

Each [change] leader should be assessed for past performance, current readiness, and future potential across four dimensions: knowledge, soft skills, experience, and motivation and personality traits. Leaders also must have a foundation in adaptability and change leadership. A shortcoming in any one of these can be a warning sign.

However, the right leaders will fill roles in varying ways throughout the journey, from champion of the … [ Read more ]

Content: Quotation | Authors: Jim Hemerling, Lars Faeste, Martin Reeves, Perry Keenan | Source: “Boston Consulting Group (BCG)” | Subjects: Change Management, Leadership

The effectiveness of a company’s problem solving, as measured along the dimensions of cost, speed, and accuracy, is influenced by five elements: strategy (that is, the core of the company’s problem-solving approach, which drives decisions about the other elements), framing, data selection, choice and implementation of a solution method, and selection of problem solvers. Classical enterprises typically lack a strategy for problem solving. They try … [ Read more ]

Content: Quotation | Authors: Jussi Lehtinen, Martin Reeves | Source: “Boston Consulting Group (BCG)” | Subjects: Management, Organizational Behavior, Problems / Solutions

usiness environments have become so diverse that companies today need different approaches to strategy in different circumstances, says Martin Reeves, senior partner and managing director of BCG’s Bruce Henderson Institute for strategy, and author of the recently released book, Your Strategy Needs a Strategy. Large companies in particular should deploy separate strategies for different parts of business, and when they do so, research shows they … [ Read more ]

Content: Multimedia Content | Author: Martin Reeves | Source: “Knowledge@Wharton” | Subject: Strategy

As volatility and complexity rise, transformation has become an imperative for most companies, meaning fundamental changes to the strategy, operating model, organization, people, and processes. To transform, companies must take three steps: funding the journey, winning in the medium term, and establishing the right team, organization, and culture.

Content: Article | Authors: Jim Hemerling, Lars Faeste, Martin Reeves, Perry Keenan | Source: “Boston Consulting Group (BCG)” | Subjects: Change Management, Management, Strategy

The growth share matrix—first put forth by BCG founder Bruce Henderson in 1970—helped companies allocate resources based on two factors: company competitiveness and market attractiveness. More than four decades later, the matrix remains a powerful tool that helps companies manage strategic experimentation amid greater, and more unpredictable, change.

Content: Article | Authors: Martin Reeves, Sandy Moose, Thijs Venema | Source: “Boston Consulting Group (BCG)” | Subjects: Management, Strategy

Many corporate-transformation efforts fail to deliver lasting competitive advantage. BCG has identified the factors that lead to successful transformations—and the common traps that characterize failures.

Content: Article | Authors: Gideon Walter, Kaelin Goulet, Martin Reeves, Michael Shanahan | Source: “Boston Consulting Group (BCG)” | Subject: Change Management

Ambidexterity—the ability to excel simultaneously in efficiency and innovation—is a rare but increasingly critical capability in today’s complex business environment. There are four distinct approaches to achieving it, and the suitability of each one depends on the diversity and dynamism of the specific company’s environment.

Content: Article | Authors: Filippo Scognamiglio Pasini, James Hollingsworth, Knut Haanæs, Martin Reeves | Source: “Boston Consulting Group (BCG)” | Subjects: Management, Organizational Behavior, Strategy

Companies operating in dissimilar environments should be developing their strategies in markedly different ways. But all too often, they are not. Research featured in Harvard Business Review shows how companies can gain an edge by matching their strategic style to the conditions of their industry, business function, or geographic market.

Content: Article | Authors: Claire Love, Martin Reeves, Philipp Tillmanns | Sources: “Boston Consulting Group (BCG)”, “Harvard Business Review” | Subject: Strategy

Over the past few years, CEOs have been paying increasing attention to corporate social responsibility, sustainability, and ethics. In a recent global survey of business executives conducted by BCG and MIT Sloan Management Review, more than two-thirds of the 4,700 respondents agreed that sustainability is essential to competitiveness. Moreover, nearly three-quarters said that it is permanently on their agenda and that their commitment will increase … [ Read more ]

Content: Article | Authors: Claire Love, Knut Haanæs, Martin Reeves, Wendy Woods | Source: “Boston Consulting Group (BCG)” | Subject: Social Responsibility (ESG)

In an increasingly turbulent world, a company must continuously adapt its business model to changes in the ecological, social, and economic spheres over both short and long time horizons. We call the ability to do this “ecosocial advantage.”

Content: Quotation | Authors: Claire Love, Knut Haanæs, Martin Reeves, Wendy Woods | Source: “Boston Consulting Group (BCG)” | Subject: Social Responsibility (ESG)

How predictable are competitive conditions in your industry? How much power does your company have to shape its underlying competitive environment? These questions are critical to strategists, since clearly the kinds of strategies that work in predictable industries are likely to be worlds apart from those geared to shaping highly volatile environments.

Content: Article | Author: Martin Reeves | Source: “Harvard Business Review” | Subject: Strategy

Companies are increasingly finding themselves part of—or competing against—highly networked systems of partners, customers, and suppliers. These systems are able to innovate rapidly, leapfrog the experience curve, and quickly attain market leadership. They require a different kind of management—one that allows some decisions to emerge from interactions among players.

Content: Article | Authors: Alex Bernhardt, Martin Reeves | Source: “Boston Consulting Group (BCG)” | Subject: Strategy

The increasing interdependence between business and society presents an opportunity for companies to develop “social advantage” by aligning the business and social dimensions of their strategies to create more sustainable, valued, and expansive business models. Creating social advantage goes beyond financial metrics to renewing depletable resources and goodwill, meeting and capitalizing on consumers’ ecological needs, and developing new markets around alternative and renewable resources. This … [ Read more ]

Content: Article | Authors: Dieter Heuskel, Martin Reeves, Tom Lewis | Source: “Boston Consulting Group (BCG)” | Subject: Social Responsibility (ESG)

Companies adapt to rapid changes in competitive markets by introducing variation into their products and internal routines. They select the most promising variations through stage gates, portfolio management, pilots, or full-scale tests. And they amplify and embed their successes through resource allocation, internal or external competition, and specialization. These activities are fine-tuned through modulation—the locus of strategic intent in the process—in response to the environment, … [ Read more ]

Content: Quotation | Authors: Martin Reeves, Michael Deimler, Yves Morieux | Source: “Boston Consulting Group (BCG)” | Subject: Strategy

Traditional strategy becomes limited when variables are constantly shifting. Organizations with an adaptive advantage achieve superior outcomes by continuously reshaping the enterprise through a process of managed evolution. Readiness, responsiveness, and resilience are necessary for surviving turbulence, but a recursive approach—in which better strategies evolve iteratively in response to change—is essential for sustainable advantage. Choosing the best style of adaptive strategy depends on the rate … [ Read more ]

Content: Article | Authors: Martin Reeves, Michael Deimler, Ron Nicol, Yves Morieux | Source: “Boston Consulting Group (BCG)” | Subject: Strategy