47 Posts found for Author: Martin Reeves

Business strategy has traditionally considered only a narrow set of issues (such as customer needs, operating model effectiveness, and competitive advantage), a limited range of timescales (most notably the annual planning process), and a limited number of stakeholders (customers, employees, and competitors). Such simplification may have made sense when contextual change was slow, and when the only expectation of businesses was that they would aim … [ Read more ]

Content: Quotation | Authors: Kevin Whitaker, Martin Reeves | Source: Boston Consulting Group (BCG) | Subject: Strategy

Business ecosystems are on the rise. In 2000, just three among the S&P top 100 global companies relied predominantly on ecosystem business models. In 2020 this number had grown to 22 companies, which together accounted for 40% of total market capitalization.

It is no wonder that many leaders of established companies are afraid of missing out on this trend and feel compelled to come up with … [ Read more ]

Content: Article | Authors: Balázs Zoletnik, Martin Reeves, Ulrich Pidun | Source: Boston Consulting Group (BCG) | Subjects: Business Model, Strategy

It is widely acknowledged that business ecosystems offer great potential. Compared to more traditionally organized businesses, such as vertically integrated companies or hierarchical supply chains, business ecosystems are praised for their ability to foster innovation, scale quickly, and adapt to changing environments.

However, many companies that try to build their own ecosystems struggle to realize this potential. Our research has shown that less than 15% of … [ Read more ]

Content: Article | Authors: Martin Reeves, Niklas Knust, Ulrich Pidun | Source: Boston Consulting Group (BCG) | Subjects: Business Model, Strategy

If designing a traditional business model is like planning and building a house, designing an ecosystem is more like developing a whole residential district: more complex, more players to coordinate, more layers of interaction and unintended emergent outcomes.

What makes ecosystem design distinctive is that it requires a true system perspective. It is not sufficient to design the value creation and delivery model; the design must … [ Read more ]

Content: Article | Authors: Martin Reeves, Ulrich Pidun | Source: Boston Consulting Group (BCG) | Subjects: Business Model, Strategy

New business insights can come from changing perspectives on the company’s boundaries, resources, and time horizons. We suggest laying out the whole of the supply chain, the cradle to grave of the product life cycle, the adjacent business ecosystem, and all relevant stakeholders. Take a systems perspective to see the full ecosystem and market dynamics at work. Within this expanded business context, understand where issues … [ Read more ]

Content: Quotation | Authors: David Young, Martin Reeves | Source: Boston Consulting Group (BCG) | Subjects: Management, Social Responsibility (ESG), Strategy

The term “business ecosystem” has firmly established itself in the dictionary of management buzzwords. Many managers, fearful of missing out on this trend, feel compelled to come up with their own business ecosystems—or at least to become part of some large emerging ecosystems. But they struggle with the broad scope of the concept, unclear definitions, and the lack of practical advice. This article should help. … [ Read more ]

Content: Article | Authors: Martin Reeves, Maximilian Schüssler, Ulrich Pidun | Source: Boston Consulting Group (BCG) | Subject: Strategy

Instead of defaulting to the standard change management methods, leaders should adopt strategies of change that respond appropriately to the specific characteristics of their change context.

Content: Article | Authors: David Purser, Leesa Quinlan, Martin Reeves, Simon Levin, Vítor V. Vasconcelos | Source: Boston Consulting Group (BCG) | Subject: Change Management

As business environments become more changeable and long-term growth rates decline, companies increasingly need to innovate—across their operations, offerings, and business models. We know the powerful effects of innovation, but what is upstream of innovation? How can we understand and shape the murky mental territory that leads to good ideas: the realm of imagination?

Content: Article | Authors: Jack Fuller, Martin Reeves | Source: Boston Consulting Group (BCG) | Subject: Innovation

Every enterprise is finding that its space for business as usual is increasingly constrained by the planet’s environmental limits, by broader social and economic needs, and by rising stakeholder demands. Consequently, in addition to addressing all the traditional factors defining competition, company strategies now need to explicitly confront the dynamic socio-environmental externalities of the business. From their impacts on climate to the communities where they … [ Read more ]

Content: Article | Authors: David Young, Marine Gerard, Martin Reeves | Source: Boston Consulting Group (BCG) | Subject: Social Responsibility (ESG)

We have argued that corporations should Optimize for Both Social and Business Value, using their core businesses to deliver the financial returns expected by their owners and, in tandem, to help society meet its most significant challenges. To do so, we suggest that leaders reimagine corporate strategy by creating new modes of differentiation, embedding societal value into products and services, reimagining business models for sustainability, … [ Read more ]

Content: Article | Authors: David Young, Martin Reeves | Source: Boston Consulting Group (BCG) | Subjects: Business Model, Social Responsibility (ESG), Strategy

In the current model of corporate capitalism, each company is treated as an economic island to be optimized individually. While this simplifies management and accountability, it masks the extent of economic and social interdependence between different stakeholders. In contrast, resilience is a property of systems: an individual company’s resilience means little if its supply base, customer base, or the social systems upon which it depends … [ Read more ]

Content: Quotation | Authors: Kevin Whitaker, Martin Reeves | Source: Harvard Business Review | Subjects: Capitalism, Economics, Management, Operations

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