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BCG - Henderson Institute 08/10/2020 12:31
By , , , Phillip Cook, and Cheryl Berriman. In our conversations with more than 100 CEOs about leading through the crisis, they emphasized six themes that are consistent with what we found in our long-term study on CEO performance. We heard many stories emphasizing the importance of purpose as a guide to action, a long-term approach to strategy, and the tracking of high-frequency signals. Since the crisis began, most CEOs have spent even more energy taking care of their people, communicating authentically, and honing their own leadership abilities. Purpose Guides Action. Purpose anchors an organization’s day-to-day activities to a higher goal. It is a that underlies what it does, makes, or sells. CEOs have drawn from the well of purpose to ha.
BCG - Henderson Institute 08/02/2020 11:36
Unlocking collective action in a connected world. By and Roselinde Torres. “You didn’t see me on television, you didn’t see news stories about me. The kind of role that I tried to play was to pick up pieces or put together pieces out of which I hoped organization might come.”Ella Baker, Civil Rights Leader. Ella Baker was famous for eschewing top-down approaches, preferring to work behind the scenes to effect change, building on or combining existing efforts and engaging with a broad set of stakeholders wherever possible. Organizations (civil and commercial alike) frequently struggle against internal and external inertia, complexity and fractiousness to get things done. Civil society often looks to business, with its emphasis on goals, measur.
BCG - Henderson Institute 07/30/2020 09:30
Imagination and Business — a Conversation with Bob Goodson. Interviewed by. Bob Goodson, President of NetBase Quid, an analytic software company, recently sat down with Martin Reeves to discuss the role of imagination in business, drawing on his background as a successful entrepreneur and before that as a medieval scholar. A lot of business leaders are talking about the way COVID is changing society and markets right now and about how that will require them to reimagine their businesses.
BCG - Henderson Institute 07/16/2020 11:55
By , , , , , and. In both cases, we are aware of mechanisms to prevent or at least ease adverse effects. Bill Gates, among others, highlighted back in 2015 the necessary elements of preparedness to avert a global pandemic. And humanity is aware of the need to reduce CO 2 emissions and remove excess CO 2 from the atmosphere. But while governments enforce emergency measures around the globe in response to the pandemic, little action on climate has been taken. Therefore, the question is not “What can we do?” but “Why not now?”Some problems that we encounter in business and society can be thought of as simple-they have an obvious root cause and can be solved with a readily available intervention. But others are complex, arising from the combina.
BCG - Henderson Institute 07/16/2020 11:13
By ,. In normal times, the public debt does not feature much in conversations with investors and business leaders, who tend to view it as a detail of the macroeconomic context. But coronavirus has made the macro context critical to companies’ outlook, and public debt — which has jumped near record levels in many economies including the U.S. — attracts much concern. This is understandable, since sovereign debt problems could create a more toxic business environment than even a deep recession. Has debt risen too far too fast, and should we worry about it? While public debt is discussed widely in the current context, it is also widely misunderstood. It’s tempting to think that more is worse, that higher levels go with greater risks, that a rece.
BCG - Henderson Institute 07/15/2020 07:01
Interviewed by. is a Professor of economics and Director of Center for Sustainable Development at Columbia University. He is considered to be one of the world’s leading experts on economic development, global macroeconomics, and the fight against poverty. In this discussion with Martin Reeves, Chairman of the BCG Henderson Institute, he discusses insights from his new book, , which describes the dynamics of globalization across history and how it has influenced and has been influenced by economy, culture, geography and technology. In particular he describes the opportunities and challenges of the current digital age, and discusses possible solutions, including the social role and contribution of corporations. Previous editions of the Book In.
BCG - Henderson Institute 07/14/2020 18:45
By , , , , and. Companies face a Herculean challenge in today’s fast-evolving work environment. Such is the pace of change that businesses are disappearing more quickly than ever before. If they are to survive, never mind thrive, company leaders must learn to adapt. And here, the operative word is learn . Much has been said about companies’ capacity to adapt. Much less has been said about companies’ capacity to learn. And yet, in our estimation, a company’s capacity to learn determines its capacity to adapt and, ultimately, its chances of surviving far into the future. If your company isn’t learning, it isn’t growing — and it’s probably on a losing path. Of course, most companies have a learning and development function within their Human Re.
BCG - Henderson Institute 07/09/2020 10:40
By and Tian Feng. One of the most significant, complex, far-reaching-and accelerating-trends is the rise of data sharing, particularly data from the Internet of Things. In B2C businesses, marketers and tech companies have long shared data to better discern and address evolving customer needs and behaviors. In B2B, industrial and tech companies collaborate on data sharing to create new and services. Now countries around the world are tying together disparate data sets-cellphone location data, credit card information, CCTV imagery, point-of-sale data, and health data-in an effort to track the novel coronavirus and trace those who have come into contact with infected individuals. As we look forward to the easing of social-distancing requirement.
BCG - Henderson Institute 07/08/2020 18:39
Interviewed by. Gary Hamel and Michele Zanini’s forthcoming book, , highlights bureaucracy’s social, economic and strategic shortcomings and proposes ‘humanocracy’ as an alternative management model. In this discussion with Martin Reeves, Chairman of the BCG Henderson Institute, Gary Hamel discusses why companies need to tackle bureaucracy’s shortcomings and shares examples of vanguard firms which have managed to make steps towards realizing the principles of humanocracy. You can listen to the conversation on the link below, or on Apple Podcasts, Spotify, and Google Podcasts. Previous editions of the Book Interview series:. by by and will be published on August 18, 2020 by Harvard Business Review Press and . About the BCG Henderson Institute.
BCG - Henderson Institute 07/01/2020 09:26
By , , and. Adam Smith’s “invisible hand” famously guides market economies, in which unplanned transactions by different agents lead to collectively beneficial outcomes. This logic governs most interactions between enterprises and consumers and between enterprises today. But work within enterprises is mostly organized according to the very different concept of bureaucracy, the principles of which were codified and popularized by a later philosopher, Max Weber. In this model, activities are planned, mandated, and guided by the very visible hand of organizational hierarchy. Despite massive changes in the business environment that have put a premium on agility and innovation — and despite “bureaucracy” having become a synonym for inertia and st.
BCG - Henderson Institute 06/29/2020 16:11
By and. In the modern industrial age, the principal model for organizing economic activity has been linear value chains running from component supplier to OEM to end customer. The Internet of Things (IoT) presents a new opportunity for value creation — and a risk for those who ignore it. The opportunity: industry incumbents that aggregate data from their own products or their customers’ business processes can establish an IoT platform or ecosystem business that serves a single- or multi-industry user base. (See the sidebar, “Defining Platforms and Ecosystems.”) Other companies can contribute data, products, and services to make the platform more valuable. Platforms and ecosystems have the potential to dramatically alter linear value chains b.
BCG - Henderson Institute 06/24/2020 09:24
In Conversation with Roland Kupers. Interviewed by. is an advisor on Complexity, Resilience and Energy Transition, as well as a fellow at the Institute for Advanced Study in Amsterdam and a Professor of Practice at the Thunderbird School of Global Management at ASU. In this discussion with Martin Reeves, Chairman of the BCG Henderson Institute, he discusses his new book, (Harvard University Press 2020). Roland, thanks for joining me today to discuss your new book.
BCG - Henderson Institute 06/22/2020 17:23
By , , Maximilian Schuessler. We are in the midst of a paradigm shift in the way businesses are organized. The traditional model of the integrated firm with its hierarchical supply chain is increasingly being replaced by business ecosystems, dynamic groups of largely independent partners that work together to deliver integrated products and services. Most of today’s business ecosystems are built around digital platforms. Our smartphones, smart cars, and smart homes are powered by ecosystems of hardware suppliers and application developers; we increasingly order our food, transportation, and accommodation on digital marketplaces; and industrial companies are revolutionizing the way they collaborate by moving to IoT platforms. Such collaborati.
BCG - Henderson Institute 06/17/2020 12:39
By and Tian Feng. With COVID-19, the press has been leaning on IoT data as leading indicators in a time of rapid change. The Wall Street Journal and New York Times have leveraged location data from companies like TomTom, INRIX, and Cuebiq to predict economic slowdown and lockdown effectiveness.¹ Increasingly we’re seeing use cases like these, of existing data being used for new purposes and to drive new insights.² Even before the crisis, IoT data was revealing surprising insights when used in novel ways. In 2018, fitness app Strava’s exercise “heatmap” shockingly revealed locations, internal maps, and patrol routes of US military bases abroad.³The idea of alternative data is also trending in the financial sector. Defined in finance as data
BCG - Henderson Institute 06/16/2020 16:03
Interviewed by. Steve Blank is a Silicon Valley entrepreneur, an author and teacher, and the originator of the lean startup movement. He is an adjunct professor at Stanford University, and a Senior Fellow at Columbia University. In this discussion with Martin Reeves, Chairman of the BCG Henderson Institute, he discusses the lean startup method, innovation, differences between large corporations and startups, strategic ambidexterity, and the disruption and re-imagination of companies in the context of the COVID crisis. Could we start off with the idea that you’re most famous for, the lean startup method? What’s the essence of the idea? The essence in one phrase is there are no facts inside the building, so get the heck outside. It started fro.
BCG - Henderson Institute 06/14/2020 20:34
By Alexandra Slepova, , and. Today it seems like the world is slowly edging back towards normality, with many countries re-opening schools, parks, non-essential commerce and restaurants. As companies think beyond the tactical and defensive aspects of the crisis, some will begin to discover opportunity in shifts of consumption behaviors which have been reshaped by the crisis. Competitively speaking, it becomes a game of seeing deeper and acting faster than others on new patterns. We have written elsewhere about to detect emerging patterns in consumption and about . One way of seeing beyond the behaviors that are already manifest is to look at shifts in the beliefs that shape new behaviors. Major social events that affect our health, security
BCG - Henderson Institute 06/12/2020 11:38
By , Benjamin Fassenot, Ammar Malik, and Joanna Moody. When choosing a way to travel from one location to another, people don’t always opt for the logical solution-the one that is quickest, most convenient, least expensive. That’s true even when they are presented with evidence of efficiency and even when they are offered perks like reduced pricing. Personal feelings and biases influence their decisions. That’s one reason why people in cities around the world have been reluctant to leave their personal vehicles behind and travel via public transit and new-mobility options, like ride sharing, ride pooling, and free-floating (sometimes electrified) bikes and scooters. And this is despite the fact that these travel modes can be faster, cheaper,
BCG - Henderson Institute 06/11/2020 19:40
By , , and. One of the most common questions managers ask about the COVID-19 crisis is, “When will it be over?” The question reflects an understandable fatigue with living under protracted uncertainty and a desire to return to normalcy. But not only are we , it could also be quite some time until we reach a new steady state and uncertainty abates. It’s even possible that there may be no prolonged equilibrium before the next disruption. How, then, can leaders address a rising sentiment of impatience and foster the stamina required for organizations to successfully adapt to new conditions? A long journey. While we can’t be sure when the outbreak will be resolved, it seems likely that it could be protracted. Cumulative case numbers are plateauin.
BCG - Henderson Institute 06/09/2020 19:12
By , Peter Hamilton, and. Business leaders have often espoused adaptability — the ability to change in concert with changing circumstances. With technology continuing to drive business model disruption, with political and economic uncertainty at elevated levels even before the COVID-19 crisis, and with , what could be more timely? And we know a lot about how to adapt. From planned experimentation, through digital A-B testing, mind stretching scenarios and zero-based budgeting, to always-on strategy and new organizational models, many tomes have been written and read on the topic. Yet companies and institutions seem to have a hard time walking the talk. The late Clay Christensen’s work reminds us that many fail to heed the imperative to self

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