341 Posts found for Source: Boston Consulting Group (BCG)

A great deal of noble and important work has been done on DEI in recent years, but we have hit a ceiling.

Content: Article | Authors: Gabrielle Novacek, Jean Lee, Matt Krentz | Source: Boston Consulting Group (BCG) | Subjects: Diversity, Human Resources, Organizational Behavior

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

BCG identifies six dimensions of environmental and societal impact, all with implications for employees and for external stakeholders, including investors, customers, suppliers, and society.

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

How can companies assess which business model changes will enable the company to become genuinely more resilient and sustainable over time? We believe our insights from researching Sustainable Business Model Innovation (SBM-I) can help answer that question. Crossing all industries and geographies, our research analyzed more than 100 business models through which companies delivered both business value and environmental and societal benefits. We tested each … [ Read more ]

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

In our research, we have studied more than 100 cases of companies that are practicing what we call “Sustainable Business Model Innovation” (SBM-I). We have found that the most advanced of these companies, the “front-runners,” combine environmental, societal, and financial priorities to re-imagine their core business models and even shift the boundaries of competition. The core practice for SBM-I is an iterative 4-step innovation cycle. … [ Read more ]

Content: Article | Authors: David Young, Marine Gerard | Source: Boston Consulting Group (BCG) | Subjects: Business Model, Strategy

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

Behind all financial failures is organizational failure.

Content: Quotation | Source: Boston Consulting Group (BCG) | Subjects: Management, Organizational Behavior

Before the start of any project, management needs to clarify whether the product development plan will follow a radical or conventional approach. Products that involve both new technology and a new market are certainly radical, but categorizing those that involve only new technology or a new market will require judgment. Leaders need to factor in their organization’s innovation expertise. Most breakthrough products that are truly … [ Read more ]

Content: Quotation | Authors: Andreas Maurer, David Küpper, Kim Wagner, Markus Lorenz | Source: Boston Consulting Group (BCG) | Subject: Innovation

Creating a great culture, finding the right people, managing them to do great things, and solving problems creatively and systematically are challenges faced by all organizations. What differentiates [organizations] is how they approach these challenges.

Content: Quotation | Source: Boston Consulting Group (BCG) | Subjects: Culture, Management, Organizational Behavior

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

Success in the past always becomes enshrined in the present by the over-valuation of the policies and attitudes which accompanied that success.

Content: Quotation | Author: Bruce D. Henderson | Source: Boston Consulting Group (BCG) | Subjects: Organizational Behavior, Success / Failure

We found no consistent correlation between marketing spending as a percentage of dollar sales and either marketing impact or ROMI. Brands that spent more on marketing as a percentage of dollar sales (that is, 30 to 35 percent rather than 20 to 25 percent) did not drive more volume, but they did realize lower returns on their investment. We therefore conclude that spending as a … [ Read more ]

Content: Quotation | Source: Boston Consulting Group (BCG) | Subject: Marketing / Sales

The process of identifying and prioritizing stakeholders by their level of support for the change effort and their degree of influence in the organization promotes targeted engagement. We find that in many cases, influential supporters are underleveraged and skeptics underengaged. Effective stakeholder engagement sees business leaders arming influential supporters as change agents, giving them the information and messages they need to influence the organization. At … [ Read more ]

Content: Quotation | Authors: Huib Kurstjens, Kimberly Powell, Massimo Busetti, Michael Shanahan, Mike Lewis, Perry Keenan | Source: Boston Consulting Group (BCG) | Subject: Change Management

The context for make-or-buy decisions has become more dynamic, as manufacturers face dramatic swings in demand and the relative costs of sourcing locations. To maximize their resilience and value creation, leading manufacturers use a scenario-based approach to assess the implications of a broad array of sourcing decisions simultaneously.

Content: Article | Authors: Claudio Knizek, Daniel Küpper, Daniel Spindelndreier, Michael Zinser | Source: Boston Consulting Group (BCG) | Subjects: Management, Operations, Outsourcing / BPO, Strategy

Joint ventures can be an effective way to enter new markets, gain expertise, increase production capabilities, and expand distribution. Given these potential benefits, it’s no wonder that these partnerships have regained popularity. But despite their advantages, they often fail to deliver value. BCG’s research into what it takes to succeed revealed eight important lessons.

Content: Article | Authors: Alex Dolya, Alexander Roos, Dinesh Khanna, Gaurav Nath, Nikolaus Lang, Sharad Verma, Tawfik Hammoud | Source: Boston Consulting Group (BCG) | Subjects: Management, Mergers & Acquisitions, 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

Business model innovation is complex and challenging. By understanding four distinct approaches—and the success stories of companies using those approaches—executives can make effective choices in designing the path to growth and uncovering a lasting competitive advantage.

Content: Article | Authors: Margaret Ayers, Zhenya Lindgardt | Source: Boston Consulting Group (BCG) | Subjects: Management, Strategy

Recent research by BCG and Technical University Bergakademie Freiberg investigated the motivations and success factors for business portfolio restructurings. By analyzing the characteristics and patterns of the underlying transformation processes, we developed practical insights on issues relating to the magnitude, speed, and sequencing of restructurings.

Editor’s Note: I was really intrigued by this research.

Content: Article | Authors: Michael Nippa, Sebastian Schönhaar, Ulrich Pidun | Source: Boston Consulting Group (BCG) | Subjects: Management, Miscellaneous, 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

Growth is hard to achieve—and creating value through growth is even harder. Embracing comprehensive business-model innovation can give a company a crucial edge over those rivals that try to drive growth by pulling individual levers such as pricing or product extension.

Content: Article | Authors: Charles Hendren, Zhenya Lindgardt | Source: Boston Consulting Group (BCG) | Subjects: Innovation, Management, Strategy