http://www.booz.com Automotive RSS feed from Booz & Company. Tue, 07 Feb 2012 22:13:29 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/50103490?gko=3d6fd The enormous popularity of tablet computers among consumers is forcing enterprises of all sizes to accept them as part of their technology arsenal as well. Much of this activity has been driven from the top down, beginning with top executives and board members of large enterprises, but that will likely change soon, as the productivity gains from new ways of using the devices become clearer. Appling, George Thu, 19 Jan 2012 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/50103490?gko=3d6fd http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/50066231?gko=ae824 As technology projects increase in complexity, public and private organizations are searching for new mechanisms to control their costs and ensure systems deliver what they need. In doing so, they should go beyond the traditional project management office and consider a strategic implementation office, which extends the scope of oversight and is thus able to prevent common pitfalls before they occur. Bitar, Jad; Shehadi, Ramez; Tohme, Walid; Naamani, Mohamad Mon, 09 Jan 2012 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/50066231?gko=ae824 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/50041441?gko=dbb48 Private-sector companies in GCC countries have an opportunity to address several pressing issues, including nationalization imperatives, local unemployment, and their own talent gaps, by attracting more national women into their workforce. Hoteit, Leila; Shehadi, Ramez; Lamaa, Abdulkader; Tarazi, Kamal Tue, 20 Dec 2011 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/50041441?gko=dbb48 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/50030291?gko=79493 The pace of digitization is picking up rapidly but the speed at which digitization is taking place varies a great deal from industry to industry. To gain a better understanding of the relative degree to which digitization is transforming different industries, we have created the Industry Digitization Index. Whether they are currently digitization leaders or laggards, all industries can benefit by investing in the input, processing, and output capabilities needed to extend their digital footprints throughout their business ecosystems. Friedrich, Roman; Gröne, Florian; Koster, Alex; Le Merle, Matthew Tue, 13 Dec 2011 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/50030291?gko=79493 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/50014021?gko=e8e54 For U.S. automakers and suppliers, the past year can best be described as 12 months of mixed results, leaving unanswered questions about the future direction of the industry and what is required for manufacturers and suppliers to thrive. We would like to offer our thoughts on the current business environment for automobile manufacturers and suppliers, what the future might hold, and the capabilities that can position your enterprise for sustained success. Beck, Michael; Collie, Brian; Corwin, Scott; Hirsh, Evan; Miecznikowski, Jan Wed, 07 Dec 2011 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/50014021?gko=e8e54 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/50099720?gko=f24f0 В предыдущих отчетах по исследованию цикла «Глобальные лидеры инноваций» (Global Innovation 1000) мы видели, что компании, ориентирующиеся на разработку самых передовых продуктов и услуг, можно отнести к одной из трех основных моделей стратегии развития инноваций: «выявление новых потребностей» (Need Seekers), «понимание рынка» (Market Readers), и «технологическое лидерство» (Tech Drivers). В этом году в нашем седьмом ежегодном отчете по проведенному исследованию 1000 крупнейших в мире компаний по инвестициям в исследования и разработки основное внимание уделяется взаимосвязи между тремя моделями стратегии, культурой и организацией и финансовыми результатами. Основной вывод состоит в том, что корпоративная культура принципиально важна для успешности инноваций, и ее воздействие на эффективность деятельности может быть измерено. Jaruzelski, Barry; Loehr, John Tue, 25 Oct 2011 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/50099720?gko=f24f0 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49867677?gko=3607a In past editions of the Global Innovation 1000, we found that companies focused on developing cutting-edge products and services fall under one of three fundamental innovation strategy models: Need Seekers, Market Readers, and Tech Drivers. This year, our seventh annual study of the world's 1000 largest corporate R&D spenders focuses on the link between the three strategy models, culture, and organization -- and their effect on companies' alignment to innovation objectives and the impact on financial performance. The key finding: culture is key to innovation success, and its impact on performance is measurable. Jaruzelski, Barry; Loehr, John Mon, 24 Oct 2011 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49867677?gko=3607a http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49849516?gko=833ec Companies that excel in directing large capital projects can be richly rewarded. Yet achieving this level of success requires adroit management and execution of the sourcing function. This Perspective discusses the critical set of capabilities in eight facets of capital projects that companies need to achieve sourcing excellence. McKenna, Matthew; Schwarting, Detlef; Uffhausen, Mark; Yates, Paul Sun, 16 Oct 2011 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49849516?gko=833ec http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49841949?gko=7fde1 Booz & Company, Korn/Ferry International, and the Association of National Advertisers (ANA) recently conducted a survey of 350 senior marketing professionals across many industries to find out how the role of marketing is evolving. This Leading Research presents the findings and our analysis. Pandit, Yogesh; Ripsam, Thomas Wed, 12 Oct 2011 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49841949?gko=7fde1 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49827495?gko=d0d48 In today's increasingly complex business environment, the role of the chief procurement officer (CPO) has evolved and expanded. This Perspective analyzes how the role is changing, traits required for success, and steps CPOs can take to transform the job and its impact on the organization. Singh, Rohit; Thelen, Bruce; Turner, Martha Thu, 06 Oct 2011 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49827495?gko=d0d48 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49820007?gko=df5dd Booz & Company and Buddy Media recently conducted a survey of North American marketers to learn more about how companies are embedding social media into their marketing organizations and activities. This Leading Research summarizes the results of that survey. Premo, Karen; Vollmer, Christopher Tue, 04 Oct 2011 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49820007?gko=df5dd http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49794335?gko=7268f Many business transformation programs entail developing new capabilities that have a substantial IT component. A critical success factor for the transformation program is the adoption of the new capabilities (including technology) by users. A business value realization (BVR) program preps users to accept, absorb, and adopt new capabilities, and ensures management understands and supports the level and type of preparation that's needed. Nair, Ramesh; Pillai, Manoj; Nayar, Ajay; Kumar, Shivani Wed, 21 Sep 2011 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49794335?gko=7268f http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49740314?gko=11b13 A new study shows how the decisions made today by goods producers and policymakers will shape U.S. competitiveness tomorrow. Kaushal, Arvind; Mayor, Thomas; Riedl, Patricia Tue, 23 Aug 2011 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49740314?gko=11b13 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49704545?gko=62c5f Certain companies are singularly adept at adapting their business to create and sustain value over time, but most are not. It's here that the example of top-tier private equity (PE) firms can be illuminating and useful. In this Perspective we explore seven private equity lessons that public companies can apply or adapt. Couto, Vinay; Divakaran, Ashok; Hawkes, Harry; Caglar, Deniz Tue, 23 Aug 2011 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49704545?gko=62c5f http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49651182?gko=0c394 Leading companies are capturing scale from transactional activities and developing advantaged capabilities using marketing shared services--a coordinated, consistent, and collaborative approach to their marketing service delivery model. This Perspective outlines a four-step program that companies can apply to avoid pitfalls and adopt best practices as they adopt or expand their marketing shared services model. Kapoor, Namit; Landry, Edward; Ripsam, Thomas Tue, 02 Aug 2011 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49651182?gko=0c394 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49639031?gko=d6c01 To create successful partnerships, an IT project sourcing strategy should answer three critical questions: What is the desired target or result for the project? Who should the organization partner with to deliver results? How should a partner be selected? Bitar, Jad; Shehadi, Ramez; Tohme, Walid; Ramamoorthy, Chandrasekar Mon, 01 Aug 2011 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49639031?gko=d6c01 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49635335?gko=b2a74 This Perspective outlines the tools most likely to form the basis of an external innovation capability, and details the questions that Chief Innovation Officers will need to answer in order to develop a business plan that can be presented to the entire executive team. Le Merle, Matthew; Campbell, Jamie Thu, 28 Jul 2011 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49635335?gko=b2a74 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49625143?gko=09902 Business leaders are cautiously optimistic about the future of Europe and see an opportunity to revitalize the European Dream, according to this study from INSEAD and Booz & Company. Some 2,000 business leaders were surveyed on how the EU should move forward to ensure its place as a global player. The survey was launched as part of the inaugural The State of the European Union forum. Karlsson, Per-Ola Thu, 07 Jul 2011 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49625143?gko=09902 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49582410?gko=2d3e6 Digitization is reaching an inflection point. Three powerful forces are driving the shift: consumer demand, the push for new technologies, and the prospect of even greater economic benefits. This Perspective provides guidance to CEOs and their man­agement teams about the relevance of digitization in their respective industries, and the factors most likely to accelerate or decelerate the digitization phenomenon. Friedrich, Roman; Koster, Alex; Le Merle, Matthew; Peterson, Michael Tue, 28 Jun 2011 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49582410?gko=2d3e6 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49557056?gko=ab61b The seemingly unending stream of data breaches could be avoided or mitigated with a rigorous approach and a proactive process for risk management. Such an approach can make all the difference when senior management is called to account in the aftermath of a crisis. Gazzini, Alessandro; Holt, Matthew Wed, 08 Jun 2011 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49557056?gko=ab61b http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49532304?gko=f0f24 The world as a whole is being shaped by a demographic megatrend: increasing aging and dependency. To better understand aging and its effects, Booz & Company introduces an approach that we call new demographics. Bernnat, Rainer; Moujaes, Chadi N.; Najjar, Mazen Ramsay; Shediac, Richard Tue, 31 May 2011 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49532304?gko=f0f24 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49443979?gko=50716 In the new era of the cloud--together with the expected explo­sion in connected devices and the dynamic applications optimized for them--information can be continu­ously fed to cloud-enabled "big data" and analytic engines, opening up the promise that all of marketing could migrate to a true real-time Internet marketing model. Very few chief marketing officers (CMOs) have thought through the capabilities they will need to drive these (mostly) new marketing activi­ties. And very few are ready to lead their organizations into this new world. Le Merle, Matthew; Minasian, Philip Wed, 27 Apr 2011 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49443979?gko=50716 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49432667?gko=de3a0 Organizations should follow a rigorous approach to determine who the Pride Builders are, and then build on their insights and capabilities to influence behaviors. Pride Builders can be helpful allies in spreading both motivational behaviors and performance behaviors. In practice, an eight-step tactic we call a performance pilot is often valuable in gaining insights and demonstrating impact. Katzenbach, Jon; Post, Laird; Viriot, Aurelie; Gruber, Jonathan Thu, 21 Apr 2011 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49432667?gko=de3a0 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49422465?gko=777d0 In early 2011 Booz & Company surveyed more than 200 executives in the U.S. automotive industry, including original equipment manufacturers (OEM) and suppliers. This Leading Research presents the findings. Collie, Brian; Corwin, Scott; Mulcahy, Patrick Tue, 19 Apr 2011 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49422465?gko=777d0 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49377584?gko=893b0 Too often, the boards and leaders of large companies are unaware of the risks involved in black swan events, unnecessarily exposing their organizations, their shareholders, and themselves to grave consequences. The solution to this problem is disrupter analysis. Le Merle, Matthew Mon, 11 Apr 2011 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49377584?gko=893b0 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49353865?gko=6854a At most companies, new product design is still a rigid, linear staged process. Companies need a more agile product development system that is capable of addressing frequent iterations of multiple design options up front. This method ensures that the latter part of the cycle is much less uncertain, enabling companies to bring more popular products to market at lower cost with fewer delays. Holman, Richard; Jaruzelski, Barry; Daud, Omar Tue, 05 Apr 2011 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49353865?gko=6854a http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49285337?gko=5e8ee While the fundamental theory of team performance is perhaps well known, many teams fall short of their full potential because they fail to move from theory to execution, particularly when it comes to making critical decisions about when, where, and how to team. Katzenbach, Jon; Viriot, Aurelie; Vlak, August Wed, 16 Mar 2011 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49285337?gko=5e8ee http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41945433?gko=c592f This Perspective explores the dynamics of make-or-buy decisions and presents a framework to help companies make the right decisions. The framework is built on three key pillars--business strategy, risks, and economic factors. Schwarting, Detlef; Weissbarth, Robert Thu, 10 Mar 2011 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41945433?gko=c592f http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49165643?gko=f7e96 Booz & Company has developed a profiler that lets compa­nies test the coherence of their supply chain capabilities against their defined "way to play" to ensure sufficient align­ment for premium returns. And when alignment is lacking, the profiler provides customized recommendations for improvement. Kauffeld, Richard; Michaels, Adam; Mueller, Curt Mon, 07 Mar 2011 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49165643?gko=f7e96 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49165645?gko=07a75 Procurement departments have often been slow to recognize and respond to situations taking place on the ground in local sourcing markets that have the potential to significantly disrupt their supply chains. By answering four simple questions, procurement officers can stave off difficulties and get a jump on competitors that are still paying less attention. Dutzler, Harald; Harnett, Laura Wed, 02 Mar 2011 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49165645?gko=07a75 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49598593?gko=77dad Originally published in the March/April 2011 issue of the Ivey Business Journal , this piece identifies and describes three strategies for open innovation, and explains what an organization must to build the right capabilities needed for it to succeed. Holman, Richard; Jaruzelski, Barry Tue, 01 Mar 2011 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49598593?gko=77dad http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49136978?gko=78045 Supply chain risk has steadily grown as companies have increased their reliance on outsourcing and sole sourcing while simultaneously failing to shockproof their supplier networks. This Perspective details four steps that companies need to take to develop a resilience framework that will help them to mitigate supply chain risk. Turner, Martha Fri, 25 Feb 2011 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49136978?gko=78045 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49136977?gko=4d174 Companies continue to turn to their procurement function as a source for additional savings. Yet for a variety of reasons the identified savings are never actually captured and reflected on the bottom line. This Perspective discusses six elements that must be in place to get the most from procurement savings initiatives. Hawkes, Harry; Houston, Patrick; Turner, Martha Fri, 25 Feb 2011 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49136977?gko=4d174 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49087687?gko=72f5b In the current automotive and aerospace environment, getting best-cost country sourcing right is mandatory for success on a global scale. This Perspective identifies three sourcing maturity levels: Novice, Progressing, and Best in Class. It provides both a questionnaire for determining your company's level and specific critical steps for success. Schwarting, Detlef; Weissbarth, Robert; Mansson, Anna; Dum, Angela Tue, 15 Feb 2011 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49087687?gko=72f5b http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49077290?gko=f41f8 Going forward, India is a key pillar of global automotive market - policy, actions and strategies of players in India will have a fundamental impact on the global auto landscape. By 2015, India will exceed every major European market including Germany, France and UK in automotive sales - making India the 4th largest automotive market by volume in the world, and over the next 20 years, India will be one of the top three markets for automotive sales worldwide. Sehgal, Vikas Fri, 11 Feb 2011 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49077290?gko=f41f8 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/48964235?gko=3765a As products of every description become more and more intelligent, the software they contain will determine how they are differentiated from their competitors, and thus how they create value. In this new environment, every manufacturer must learn how to develop innovative, sophisticated soft­ware. Harter, Gregor; Böckmann, Jörg Tue, 21 Dec 2010 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/48964235?gko=3765a http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/48964237?gko=2c452 Social networking and other new technologies have given rise to the "social consumer." Navigating this new world requires a new way of approaching customer relationship management, commonly called social CRM. In addition to their traditional CRM tools and processes, companies must rethink their product, channel, and customer strategies in order to build an entirely new relationship with their customers through greater transparency. Acker, Olaf; Gröne, Florian; Yazbek, Rami; Akkad, Fares Tue, 21 Dec 2010 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/48964237?gko=2c452 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/48960328?gko=b73ea After an unprecedented downturn, the North American automotive industry is beginning to recover. But there are still significant obstacles to achieving sustainable profitability over the long term. To navigate them, OEMs must be disciplined about cost, price, and ROE, while building great-looking vehicles that offer innovative technology, good fuel economy, and high QRD. Suppliers will also need to ruthlessly manage cost, while ensuring they get paid for the added value they produce and accept only business that offers a high probability of profitability. Beck, Michael; Corwin, Scott; Hirsh, Evan; Loehr, John; Mueller, Marian; Rangin, Kasturi Wed, 15 Dec 2010 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/48960328?gko=b73ea http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/48947920?gko=b321e With consumers slower to open their wallets, the consumer products industry needs to follow the lead of manufacturing sectors like automotive and drive down costs while main­taining or improving quality. They can best do this by building a true manufacturing operating system--an approach that aligns business strategy with organizational, measurement, and operational discipline to boost productivity. Mayor, Thomas; DuVall, Michael; Elliott, Kimberly Fri, 10 Dec 2010 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/48947920?gko=b321e http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/48203382?gko=cc99c In this interview, the authors of "The Essential Advantage" point out that in this unpredictable economy, traditional approaches to strategy are a luxury most companies cannot afford. Instead they need to follow a Capabilities-Driven Strategy, starting by conducting a clear-eyed assessment of what they as a firm already do exceptionally well, and then doubling down on those differentiating capabilities. Further, they need to limit their focus to, at most, six capabilities, and make those capabilities work together as a mutually reinforcing system that perpetuates competitive advantage. Leinwand, Paul; Mainardi, Cesare Thu, 02 Dec 2010 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/48203382?gko=cc99c http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/48814302?gko=dc9e4 The structure and productivity of sales forces have turned into major concerns for many C-level executives. Every sales force redesign needs to address two fundamental questions: How many sales forces are needed? And what is the optimal reporting structure? It also needs to be executed flawlessly. Dubey, Akshat; Kapoor, Namit; Ripsam, Thomas Mon, 15 Nov 2010 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/48814302?gko=dc9e4 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/48814282?gko=57edd In the current economic environment, there is increasing interest in the concept of "zero-basing" cost and activity levels. Although the concept of zero-basing is understood in theory, it is often misapplied. A structured and pragmatic approach to zero-basing can help achieve sustainable cost reduction while protecting key activities. Clark, Andrew; Groves, Stuart; Nordahl, Hege; Waterlander, Otto Mon, 15 Nov 2010 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/48814282?gko=57edd http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/48738226?gko=0f32e Getting the most out of a business intelligence deployment means following a rigorous set of guiding principles, assigning clear roles and responsibilities, and managing change throughout an organization. It also means working closely with an ecosystem of partners, and getting the right metrics to the right people at the right time. Kurtzman, Kenny; Michaels, Adam Wed, 13 Oct 2010 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/48738226?gko=0f32e http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/48691350?gko=03e52 Engineering services (ES) companies have seen huge growth opportunity across the globe, but they are puzzled about how best to organize to capture it. Those that successfully manage to shape their organizations today will be best poised to become the industry leaders of tomorrow. Moda, Gaurav; Sachan, Sunil; Sehgal, Vikas; Sharma, Abhishek Mon, 27 Sep 2010 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/48691350?gko=03e52 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/48637418?gko=b9a3f The best-managed automotive companies will aggres­sively pursue growth and innovation opportunities in the developed world, even as they make significant investments to establish their brands in carefully selected emerging markets. Lau, Eric; Sehgal, Vikas; Klegon, Frank; Averbukh, Dan Thu, 23 Sep 2010 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/48637418?gko=b9a3f http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/48598940?gko=f8273 Growth rates are high in the Indian Engineering & R&D (ER&D) services industry but sustained success is dependent on strategy, capabilities, structure, and culture. Ericksen, Matthew; Panneer, Ganesh; Sachan, Sunil; Sehgal, Vikas Wed, 15 Sep 2010 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/48598940?gko=f8273 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/48550288?gko=4cbee U.S. automakers must more creatively than ever before address customer preferences, vehicle innovation, digital autos , and product lifecycle and revenue optimization. Corwin, Scott; Divakaran, Ashok; Rangin, Kasturi; Beck, Michael Thu, 02 Sep 2010 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/48550288?gko=4cbee http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/48188949?gko=675b5 Booz & Company conducted this study of Swiss manufacturing competitiveness in cooperation with the Swiss-American Chamber of Commerce. The authors offer logical and coherent recommendations for what must be done to preserve the strength of manufacturing in Switzerland today, while framing the debate for the challenging steps that will be required to sustain the manufacturing renaissance of recent years. Bach, Olaf; Haddock, Ronald; Hoppe, Niklas Fri, 25 Jun 2010 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/48188949?gko=675b5 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/48135099?gko=1ca48 This study, conducted with NASSCOM, is aimed at understanding the changes in customer perspectives about ER&D services sourcing, the growth trends in the Indian service provider landscape and the opportunity by 2020. It also identifies and prioritizes key verticals, so that the industry can invest systematically in creating a sustainable ecosystem. Sachan, Sunil; Sehgal, Vikas; Mehta, Heral; Vangavolu, Sreedhar; Panneer, Ganesh; Ramamurthy, Aditya; Lau, Eric; Chenoy, Devan Fri, 04 Jun 2010 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/48135099?gko=1ca48 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/47940386?gko=f0e97 The American Chamber of Commerce in Shanghai (AmCham Shanghai) is pleased to release the results of the third annual China Manufacturing Competitiveness Study, conducted in cooperation with Booz & Company. This year's study illustrates how multinational manufacturers perceive China's evolution as a market and as an export platform. Various Authors Tue, 30 Mar 2010 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/47940386?gko=f0e97 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/47824124?gko=b7f52 Western companies are setting up ER&D centers in emerging nations such as China and India. Companies based in emerging nations, meantime, are becoming far more adept at ER&D. This presents a serious challenge for Japan, which not only has kept ER&D close to the vest and close to home but also is undergoing a demo­graphic shift that will make homegrown engineering talent increasingly hard to come by. The need for Japan to become less insular and more global with its ER&D is urgent. Sachan, Sunil; Sehgal, Vikas; Tominaga, Kazutoshi Tue, 30 Mar 2010 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/47824124?gko=b7f52 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/47341069?gko=1086f To build insights into B2B marketing leadership, Booz & Company recently studied building product manufacturers (BPMs) to better understand shifts in their marketing objectives, spending priorities, and focus on capability-building efforts. Egol, Matthew; Pandit, Yogesh; Perpich, David Fri, 04 Dec 2009 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/47341069?gko=1086f http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/47236327?gko=ef2a0 As we emerge from the current recession, it is becoming increasingly clear that the United States' industrial and manufacturing strength, unrivaled in the post-World War II era, is now eroding at an accelerated pace. Three capabilities in particular stand out as fundamentally important for EPS companies striving to grow in an increasingly competitive global economy: strategically managing risk, maintaining a technology and product innovation edge, and ensuring cost competitiveness. Ericksen, Matthew; Reppa, Robert; Starr, Randy Fri, 20 Nov 2009 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/47236327?gko=ef2a0 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/46486106?gko=144d2 The postrecession auto industry will look very different from today's, with fewer suppliers and more focused business models for those that remain. To survive, suppliers must place their bets now, backing the business units that fit well strategically and have the potential to create sustainable, advantaged market positions. No longer can suppliers afford to subsidize weaker busi­ness units with no clear right to win. This Perspective discusses the importance of making strategic bets and how suppliers can ensure that the bets they make are smart ones. Collie, Brian; Miecznikowski, Jan Fri, 07 Aug 2009 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/46486106?gko=144d2 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/45946265?gko=89d91 As India's economy continues to grow at a rapid pace, the automobile industry will be a key beneficiary. This Perspective provides an analysis of growth prospects in the Indian automotive industry. The main factors behind such growth are the increasing affluence of the average consumer, overall GDP growth, the arrival of ultra-low-cost cars, and the increasing maturity of Indian OEMs. India's path to mass motorization will be very different from that of developed countries; it must first develop the new technologies, business models, and government policies that will pave the way to increased automobile penetration. Ericksen, Matthew; Sachan, Sunil; Sehgal, Vikas Thu, 25 Jun 2009 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/45946265?gko=89d91 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/45903854?gko=b6141 Along with the rest of the country and the world, the San Francisco Bay Area is struggling through a steep economic decline, although Bay Area companies are faring considerably better than most. The Bay Area Council Economic Institute (BACEI) and Booz & Company recently partnered to survey leading companies in this important region to understand both their strategies for addressing immediate concerns and for long-term recovery. Our findings reveal the Bay Area has plenty of reason for optimism, and it will likely retain its privileged position and emerge from the downturn strong and positioned for continued growth. Clausen, Kim Bruun; Cuellar, Max; Nallicheri, Melanie I. Thu, 18 Jun 2009 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/45903854?gko=b6141 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/45843406?gko=fac61 After long period of steady growth, vehicle sales in Europe plunged in 2008, and the outlook for 2009 is worse. Sales to corporate fleets have traditionally stabilized revenues and profits, helping OEMs through rough patches in the economy by making up for declining private sales. However, the current worldwide crisis is now cutting into fleet sales and leasing as well, putting pressure on what was once a steady growth engine in Europe. Booz & Company recently interviewed more than 50 key stakeholders across the automotive fleet and leasing industry in Europe. This Perspective presents their reactions and expected responses to current market dynamics. Bakker, Jan; Deinlein, Joachim; Krings, Joerg; Parkin, Rich Tue, 02 Jun 2009 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/45843406?gko=fac61 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/44948743?gko=3ab79 In the current recession, companies must quickly tailor their product and technology initiatives to new market realities and refocus their investments on their core R&D and innovation capabilities. Chief innovation officers who execute six tactical actions over the next 12 months can help their companies survive the downturn and prosper during recovery. Holman, Richard; Jaruzelski, Barry Mon, 23 Mar 2009 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/44948743?gko=3ab79 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/44590166?gko=d8097 To gain a deeper understanding of the obstacles IT departments face and to uncover some of the innovative methods that CIOs are developing to overcome these obstacles, Booz & Company conducted a survey of global worldwide Tier One automotive suppliers with annual revenue ranging from US$500 million to more than $50 billion. This short paper offers a brief outline of the four major challenges facing IT organizations in automotive companies and how they must be addressed. Cooke, Mike; Johnson, Marc; Milner, Jordan Tue, 17 Mar 2009 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/44590166?gko=d8097 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/43470849?gko=31f08 There are many reasons that the operating models constructed to procure and pay for goods and services prove inadequate. They may not include the processes, tools, or resources needed to fully execute the sourcing strategy. They may not be properly connected to organizational decision making or sufficiently integrated into key corporate planning processes. Or the IT systems that enable them may be fragmented, impeding efficiency and clouding the visibility necessary to ensure compliance with overall purchasing policies and objectives. In order to mitigate these problems and deliver on purchasing's cost, quality, and service commitments, companies must evaluate and design their procurement operating models along four fundamental dimensions: organization, processes, technology, and performance management. Houston, Patrick; Hutchens, Robert Mon, 12 Jan 2009 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/43470849?gko=31f08 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/43460672?gko=15b49 For years, it has been clear to practitioners that sourcing from China and other low-cost countries (LCCs) requires a rigorous and thorough approach, particularly when companies are seeking complex products. Booz & Company has developed an new approach to working with LCC suppliers that we call knowledge-based sourcing, which significantly increases companies' insight into their supply bases. In addition to understanding their suppliers' production costs, companies that practice knowledge-based sourcing carefully assess manufacturing and transportation economics, lead-time requirements, schedule stability, the likely degree of product design changes, and the technical skills of the suppliers. Haddock, Ronald; Pfitzmann, Michael; Wilk, Reid Fri, 09 Jan 2009 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/43460672?gko=15b49 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/43470897?gko=6cea5 Many companies have their direct spending under control, but their indirect spending is far less disciplined and much too costly. In order to reform procure-to-pay--essentially, the second half of the procurement process, in which employees actually purchase the items or services negotiated with vendors during the first half of the process--companies need to have a holistic understanding of the IT systems that support it. Replacing procurement's existing IT infrastructure with an end-to-end solution is not the answer. The best approach avoids the inefficiencies and integration problems of large systems by blending together individual modular applications, each meant to address a specific area of the procurement process. Weinberg, Jim; Rieder, Bernhard; Barta, Jeffrey Fri, 09 Jan 2009 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/43470897?gko=6cea5 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/43460676?gko=96ce0 In today's risky global business environment, supplier networks are the ultimate lifeline for many companies--delivering the far-flung materials, goods, and services that drive worldwide commerce. The sourcing function has thus become an indispensable contributor to the strategic goals and overall competitiveness of companies in every industry. In no other period has sourcing had so much power to make a significant impact in support of a company's strategic direction and overall competitiveness. And those organizations that are striving to achieve sourcing excellence will enjoy the competitive advantages it yields. This Perspective offers four rules for approaching sourcing excellence: Redesign procurement procedures in simple, concrete ways that can produce measurable and significant value; create total transparency in purchasing costs and trade-offs; collaborate fully with internal and external stakeholders; and become an influential corporate leader. Houston, Patrick; Schwarting, Detlef; Turner, Martha Fri, 09 Jan 2009 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/43460676?gko=96ce0 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/43470911?gko=fc4e6 The growth in outsourcing, the drive for efficiency, and the dramatic cost savings that can be delivered by well-managed supply chains and pricing analytics have transformed purchasing into a strategic function in many companies. In a recent Booz & Company survey of 100 CPOs and supply chain management leaders, 66 percent of respondents said the CPO will play a larger role in setting business strategy in the next five to 10 years, and 44 percent of respondents said activities in the purchasing department will be a top priority. But hiring the merely good is not enough for organizations that want to build world-class purchasing departments. Instead, they must make stellar appointments--filling the senior procurement jobs with people who can become tomorrow's top corporate leaders. This Perspective offers five steps for recruiting top talent to the function. Harper, Simon; Houston, Patrick Fri, 09 Jan 2009 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/43470911?gko=fc4e6 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/43108454?gko=28257 On paper, running a marketing department sounds like a dream job. Marketers have tremendous opportunities in a new digital world of constant change, as well as a portfolio of instruments and tools that have never been richer or more precise. With a more strategic approach and greater accountability, marketing can drive business in a way that was not possible before. And yet, the job is more challenging than ever before. This excerpt from a speech at the 2008 CMO of the Year award ceremony examines the stumbling blocks and opportunities. Harter, Gregor Wed, 12 Nov 2008 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/43108454?gko=28257 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/43101780?gko=db5ac To gain a deeper understanding of the obstacles IT departments face and to uncover some of the innovative methods that CIOs are developing to overcome these obstacles, Booz & Company conducted a survey of global worldwide Tier One automotive suppliers with annual revenue ranging from US$500 million to more than $50 billion. This Perspective paper outlines the four major challenges facing IT organizations in automotive companies and how they must be addressed. Cooke, Mike; Johnson, Marc; Milner, Jordan Mon, 10 Nov 2008 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/43101780?gko=db5ac http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/42905985?gko=a0002 As the Brazilian economy grows and becomes more complex, the mechanisms that represent shareholders and debt holders must become more sophisticated. Each company must take a tailored approach to corporate governance that suits its needs and ensures lasting change and the long-term sustainability of the enterprise. Pigorini, Paolo; Ramos, Arthur; de Souza, Ivan Mon, 27 Oct 2008 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/42905985?gko=a0002 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/42243496?gko=66e9c As oil prices rise and concerns about the environment grow, the small car is becoming the king of the road. This presents a tremendous opportunity for India, which is rapidly gaining experience in building and selling cars. We believe India can take advantage of its experience in this market to become the world leader in the fast-growing small-car segment. Dehoff, Kevin; Loehr, John; Sehgal, Vikas; Tominaga, Kazutoshi Thu, 04 Sep 2008 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/42243496?gko=66e9c http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41992012?gko=7baeb Procurement chiefs are being asked to undertake a host of new respon­sibilities, from decreasing supply chain complexity to stimulating supplier innova­tion. A Booz & Company survey of more than 100 business leaders reveals how cutting-edge procurement departments are meeting these challenges. Dutzler, Harald; Liberoth, Peter-John; Schwarting, Detlef; Spieker, Robert Wed, 06 Aug 2008 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41992012?gko=7baeb http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41936486?gko=d2038 According to a study by the Duke University Offshoring Research Network (ORN) project and Booz & Company, providers of outsourcing services are increasingly performing innovation work, such as new product development and R&D. Companies are seeking these services offshore as the analytical talent required for this work becomes more globally dispersed. Couto, Vinay; Lewin, Arie; Mani, Mahadeva; Sehgal, Vikas Thu, 31 Jul 2008 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41936486?gko=d2038 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/42030072?gko=8713a Successful Chinese companies have prospered to date through sheer scale, force, and structural position--in other words, through their "hard power." This hard power will continue to be important, but it will not be enough on its own to ensure success. Chinese companies will also need to develop "soft power." Cainey, Andrew; Tse, Edward Tue, 01 Jul 2008 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/42030072?gko=8713a http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/45922570?gko=f4838 This Perspective addresses the challenges of organizational design and proposes a new approach to organizing senior management around the Global Core. It presents four models for this new view of senior management, drawn from our own consulting experience and the firm's study of hundreds of other corporations. These models of the Global Core are pertinent to a variety of organizations ranging from highly diversified financial holding companies to more industry-specific companies where operational involvement by senior management does succeed in creating value. Couto, Vinay; Karlsson, Per-Ola; Neilson, Gary Mon, 23 Jun 2008 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/45922570?gko=f4838 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901976?gko=5694c Organizational success hinges on effective execution, and effective execution is a matter of ability and agility. New research from Booz & Company shows that there are two key levers to pull in building an able, agile organization. Fernandes, Lauren; Neilson, Gary Thu, 19 Jun 2008 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901976?gko=5694c http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901974?gko=66968 A new study from Booz & Company shows that there is a better way to sustainably execute change. Hannegan, Christopher; Harshak, Ashley; Rawlinson, Richard; Suarez, David Tue, 17 Jun 2008 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901974?gko=66968 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901978?gko=e53d0 A statistical technique called consumer choice modeling can help car companies understand what their customers really want and plan their strategies around hybrids accordingly. Jackson, Bill; Jullens, John; Robinson, Robert Thu, 12 Jun 2008 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901978?gko=e53d0 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/42019334?gko=b733c In recent years, observers have seen the steel industry rapidly consolidate. In the past five years, more than 800 steel producers have changed hands. Consolidation activities in the mid-1990s focused on alliances between domestic steel producers. This type of consolidation wave can also be expected in the Chinese market. Bohnen, Hans; Naujok, Nils; Rotering, Joachim; von Hochberg, Peter Sun, 01 Jun 2008 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/42019334?gko=b733c http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901782?gko=4c3db In the flood of media attention that biofuel technologies have received, it's difficult to distinguish the facts from the fanfare. In this article, we will dispel some of the misperceptions regarding biofuels while illuminating the emerging realities, to facilitate a sensible discussion of next steps. Gupta, Praneet; Jackson, Bill; Moeller, Leslie; Spiegel, Eric Fri, 21 Mar 2008 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901782?gko=4c3db http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901862?gko=2231b In an average city on an average day, the average citizen runs into some 5,000 marketing messages. Gröne, Florian; Hölbling, Klaus; Acker, Olaf Mon, 17 Mar 2008 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901862?gko=2231b http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901762?gko=abc47 For too long, many companies have exhibited tunnel vision in their approach to doing business in emerging markets, such as China, India, Brazil, and Russia. Some have seen them purely as venues for low-cost sourcing; others have considered them rapidly expanding pools of customers who are attracted to imported goods. But a new breed of company that we call global supply chain integrators (GSCIs) has recognized that these markets are more than just low-cost source markets or the mega-growth markets of our age: At a minimum, they are both. Bliss, Christoph; Haddock, Ronald Tue, 04 Mar 2008 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901762?gko=abc47 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901744?gko=ef278 The "China Manufacturing Competitiveness 2007-2008" study, conducted for the first time in 2007 and planned annually thereafter, surveyed 66 manufacturers among the members of AmCham Shanghai's Manufacturing Business Council. It found that, due to low labor costs and high expectations regarding a market of 1.3 billion people, multinationals have tended to build export-oriented factories with operating strategies based on abundant, cheap labor and distribution channels aimed at rapid increases in annual sales. Multinationals, as a whole, have not imported the very best practices from their operations elsewhere in the world. Bliss, Christoph; Grichnik, Kaj; Haddock, Ronald; Winkler, Conrad Sat, 01 Mar 2008 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901744?gko=ef278 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901824?gko=b7705 In this s+b column, the authors postulate a framework for deciding if a brand that has lost its currency should be retired and replaced or whether it has life left. Jullens, John; Bahadur, Nikhil Tue, 26 Feb 2008 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901824?gko=b7705 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901812?gko=cee7b Railroad companies, both public and private, are reinventing themselves as customer-conscious businesses. Tipping, Andrew; Zubrod, Justin Tue, 26 Feb 2008 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901812?gko=cee7b http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901828?gko=fb1bc As concern mounts over rising fuel prices, the long-term availability of energy, and climate change, companies are turning their attention to one area where opportunities to conserve energy and reduce carbon emissions abound: the industrial supply chain. Martha, Joseph; Turner, Martha Tue, 12 Feb 2008 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901828?gko=fb1bc http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/43460684?gko=df215 In the past few years, the price of many commodities has risen sharply--jumping precipitously in early 2008 to record or near-record levels. The degree to which companies depend on any particular commodity varies across industries, and among individual companies and products: Yet few sectors have been immune from the recent run-up in prices. Whether because of the price of steel for cars, resin for household product packaging, aluminum for soda cans, grain for breakfast cereals, or jet fuel for airlines, the distress has scarred many balance sheets. To profit in such an environment, a company must create a fine-tuned approach to handling commodity price shocks that integrates deep insight into underlying cost drivers with improved pricing transparency and strategic foresight. Houston, Patrick; Mueller, Matthias; Ryan, James; Turner, Martha Wed, 09 Jan 2008 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/43460684?gko=df215 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/43469605?gko=34cef Procurement chiefs are being asked to undertake a host of new responsibilities: decrease supply chain complexity, speed products to market, stimulate supplier innovation, enhance operational security, and even consider the social and environmental impact of the supplier in sourcing decisions. In leading companies, sourcing is evolving from a stand-alone function that ensures that materials move through the supply chain at the lowest possible cost to a nerve center that monitors, anticipates, and responds to a variety of needs throughout the company--and even those of its suppliers. To learn how some leading companies plan to meet this transformational sourcing challenge, Booz & Company interviewed chief procurement officers at more than 100 global companies with a reputation for procurement excellence. Through these conversations, we discovered that companies will need to make four key organizational adjustments to stay in front of the next wave of change in sourcing:more cross-functional integration, better supply networks, more collaborative supplier relationships, and greater supply chain resilience and risk management. Dutzler, Harald; Liberoth, Peter-John; Schwarting, Detlef; Turner, Martha Wed, 09 Jan 2008 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/43469605?gko=34cef http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901818?gko=2f18e Harvard Business School professor Joseph L. Bower believes that only home-grown leaders have the sense of history and respect for culture to bring companies through major transitions. But not every insider is up to the job. Wheeler, Steven Tue, 11 Dec 2007 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901818?gko=2f18e http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901798?gko=32f2b This comprehensive look at leadership shows how CEOs and their teams can create the kind of company in which executives can thrive. Wheeler, Steven Tue, 27 Nov 2007 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901798?gko=32f2b http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901800?gko=bbf6f This year, the study of world's 1,000 largest corporate R&D spenders finds two primary success factors: aligning the innovation model to corporate strategy and listening to customers every step of the way. Jaruzelski, Barry; Dehoff, Kevin Tue, 27 Nov 2007 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901800?gko=bbf6f http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901888?gko=5167d Acquiring and integrating companies is a risky business anywhere in the world, with a 50 percent success rate at best. In Asia, buying companies can be even trickier than elsewhere. Cainey, Andrew; Tse, Edward Fri, 09 Nov 2007 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901888?gko=5167d http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901922?gko=49e38 CMOs need to pay more attention to marketing sourcing while increasing transparency into the marketing ROI. Bahadur, Nikhil; Houston, Patrick; Mueller, Curt; Turner, Martha Mon, 05 Nov 2007 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901922?gko=49e38 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901826?gko=f082c This study, the first cross-industry partnership of its kind, asked more than 250 marketers to participated in surveys, interviews, or both. Together, they identified the ways in which the complex media environment is reshaping the marketing ecosystem. Vollmer, Christopher; Landry, Edward Thu, 11 Oct 2007 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901826?gko=f082c http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901822?gko=9e4ed This article provides a rare in-depth look into Lego's transformation as it rationalized and streamlined its product development, sourcing, manufacturing, and distribution. Samakh, Edouard; Oliver, Keith; Heckmann, Peter Fri, 28 Sep 2007 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901822?gko=9e4ed http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901868?gko=1ad3e Many consumer packaged goods (CPG) manufacturers are so focused on generating additional volume that the overall efficiency of their trade spend investment is low. Alexander, Trey; VanDelden, Hans Sat, 01 Sep 2007 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901868?gko=1ad3e http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901832?gko=afb92 To succeed in China, multinationals will need to take the familiar list of three C's (customers, company, and competitors) and add one more: context. Tse, Edward Sat, 01 Sep 2007 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901832?gko=afb92 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901838?gko=a3029 Ten critical factors -- from setting aggressive targets to balancing the need for new capabilities with the need to cut costs -- that can prevent common mistakes in major change programs. McGrath, Jack; Neilson, Gary Tue, 28 Aug 2007 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901838?gko=a3029 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901820?gko=614d4 Shelf-centered collaboration (SCC) is a design-based solution to the consumer value chain conundrum: a way to link manufacturers and retailers together with point of sale data and analytics. Kauffeld, Richard; Sauer, Johan Tue, 28 Aug 2007 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901820?gko=614d4 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901918?gko=5a08e Companies facing the prospect of radical change often succeed in engineering the business aspect of the change, but fall short in genuinely engaging key stakeholders in understanding and embracing the change. Aguirre, DeAnne; Hannegan, Christopher; Neilson, Gary Wed, 15 Aug 2007 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901918?gko=5a08e http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901934?gko=c8dab For years, most call center managers have placed increasing productivity and improving customer service at the top of their agenda. Yet despite significant investment in new technologies, not much has changed, with average utilization rates hovering well below established benchmarks. Why the lack of progress? Because the cause of underperformance wasn't -- and isn't -- primarily technical. Among the many call centers the authors studied, the primary differentiator between top performers and average performers isn't technological but structural. This whitepaper offers organizational recommendations that can improve performance. Camarate, Jorge; Sanderson, Muir Wed, 15 Aug 2007 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901934?gko=c8dab http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901900?gko=c3997 Taking the Smart Center approach may be the single biggest step that companies can take to improve service as well as control overall costs in their call centers. Kohler, Philip; Sanderson, Muir; Smith, Fiona Tue, 14 Aug 2007 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901900?gko=c3997 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41902080?gko=e8449 The full potential for Lean thinking in the public sector will only be realised if seen as part of a larger fundamental change in the way services are delivered. Already, some small-scale pilot projects have shown that the approach can work. However, in order to succeed on a larger scale over time, organizations must consider some critical factors to make Lean principles work. Ramakrishnan, Vikram; Sanderson, Muir Wed, 01 Aug 2007 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41902080?gko=e8449 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901852?gko=a5ef9 Executives of public companies can create the same level of shareholder value as private-equity players. Pettit, Justin Thu, 05 Jul 2007 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901852?gko=a5ef9 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/42231823?gko=89a83 Many CPOs have implemented more and more sophisticated ways of improving the procurement function itself, while neglecting coordination with the wider organization. E-procurement, e-auctions, spend analysis, and procurement outsourcing are all examples of how procurement has focused inwardly over the past five years. By pursuing ever-increasing functional depth, however, procurement is in danger of following Alice's steps in Wonderland and falling down its own rabbit hole. Harper, Simon; Saporito, Fabrice Fri, 15 Jun 2007 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/42231823?gko=89a83 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41902092?gko=e1a07 China is a vast country, with regions that differ significantly in wealth, transportation infrastructure, and customer behaviour. Carmakers need to recognize the regional differences when deciding on the rollout of their branding strategies and dealership network coverage. Haddock, Ronald; Tse, Edward Fri, 01 Jun 2007 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41902092?gko=e1a07 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901932?gko=06e7f Before moving to cash in on businesses you think will be attractive, it is worth taking a hard look at the process of divestiture. Whether it's an outright sale or even a spin off to shareholders, in today's business environment splitting off pieces of a business is much harder than it appears. It can have an impact on not only the divested entity, but the seller itself. Adolph, Gerald; Neely, J Tue, 01 May 2007 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901932?gko=06e7f http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901896?gko=d5751 For years, the prevailing wisdom has dictated a lean, mean corporate core. There's nothing wrong with this logic, but the implied premise that "bigger means bloated" is faulty. Couto, Vinay; Neilson, Gary Tue, 03 Apr 2007 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901896?gko=d5751 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901904?gko=51ec3 Traditional cost-cutting programs only address an organization's structure and overlook the other aspects of Org DNA that affect costs: decision rights, information flows, and motivators. Ericksen, Matthew; Powers, Elizabeth; Ribeiro, Frank Tue, 03 Apr 2007 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901904?gko=51ec3 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901962?gko=f600a Facing intense competition -- especially in manufacturing, where productive overcapacity has relentlessly driven down the prices of many goods -- Chinese companies are acknowledging that they will have to do things differently. Tse, Edward Wed, 14 Feb 2007 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901962?gko=f600a http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901766?gko=027e6 This article introduces the concept of a "manufacturing footprint": a network of facilities that are set up to provide market-back, flexible manufacturing capabilities across a region or around the world. Hardman, Doug; Mueller, Curt; Pfitzmann, Michael Thu, 01 Feb 2007 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901766?gko=027e6 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901986?gko=457c3 Chinese vehicle manufacturers must embrace the changing structure of the industry and, more specifically, become much more competitive in those areas of the automotive value chain where future profitability is likely to be best, particularly distribution. Haddock, Ronald; Tse, Edward Wed, 17 Jan 2007 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901986?gko=457c3 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901880?gko=c9e36 With the right plan and effective execution, offshoring can be a critical step toward the creation of an integrated regional service network. Cainey, Andrew; Haddock, Ronald Mon, 18 Dec 2006 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901880?gko=c9e36 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901802?gko=c21c3 Once again, Booz Allen's annual study of the world's 1,000 largest corporate R&D budgets shows that high investment can't buy success. Jaruzelski, Barry; Dehoff, Kevin Fri, 01 Dec 2006 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901802?gko=c21c3 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901948?gko=6aa82 This whitepaper debunks myths within the automotive industry about the benefits and risks of outsourcing business processes and engineering services, helping automotive companies get the best possible value out of their offshoring practices. Couto, Vinay; Dehoff, Kevin; Sehgal, Vikas; Weinberg, Jim Mon, 20 Nov 2006 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901948?gko=6aa82 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901742?gko=b7a48 This paper sums up eight principles that make process redesign more effective in any industry, citing examples from electric power, telecom, oil and gas, and automotive companies. Hage, Brian; McKenna, Matthew; Wilczynski, Herve Tue, 18 Jul 2006 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901742?gko=b7a48 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901928?gko=20eea This whitepaper posits that all too many companies fail to look beyond the traditional downside risks to their business to consider the upside risks, such as missed growth opportunities. Schirra, Wolfgang; Waterlander, Otto Mon, 01 May 2006 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901928?gko=20eea http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901834?gko=ef3b0 A survey of innovation leaders in 186 companies in 19 nations reveals the best strategy for global networks of R&D centers. Veldhoen, Steven; Goldbrunner, Thomas Mon, 01 May 2006 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901834?gko=ef3b0 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901988?gko=b5fda Multinational companies' operations in China must address the labor productivity gap, poor asset productivity, and the increased importance of quality. Haddock, Ronald Mon, 17 Apr 2006 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901988?gko=b5fda http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901910?gko=e4836 Given China's tumultous market environment, companies need to take a flexible approach and respond quickly to sudden changes in supply and demand patterns. Haddock, Ronald; Tse, Edward Sat, 01 Apr 2006 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901910?gko=e4836 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41902076?gko=ee3e3 Service-oriented architectures (SOA) are proving effective at keeping spiraling IT costs in check and still allowing evolution. Alvarez, Eduardo; Jackson, Tim; Benson, Jim Thu, 02 Mar 2006 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41902076?gko=ee3e3 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901938?gko=94af5 This white paper spells out the answer to one of the most fundamental dilemmas facing any company entering China today: Do we go in alone, or do we find a Chinese partner? Tse, Edward Wed, 01 Mar 2006 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901938?gko=94af5 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901854?gko=59e3f Look forward to 100 million motor vehicles in China by 2015; new Chinese automakers challenging every other producer on price; restructuring of both the supplier chain and the service/dealer relationship; and new competition for fuel efficiency. Haddock, Ronald Wed, 01 Mar 2006 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901854?gko=59e3f http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41945591?gko=16e38 A few companies in the West have stubbornly and successfully refused to bow to competition from low-cost countries. One example is an industrial materials producer in Europe, which was facing an onslaught of competition from cheap Korean and Chinese imports. Instead of simply assuming it was overmatched, the company refocused its product portfolio so that its customer base would be only the leaders in their sectors -- in other words, manufacturers that were interested in product quality and willing to pay a premium for it. Kutschera, Hans-Jörg; von Hochberg, Peter Sun, 01 Jan 2006 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41945591?gko=16e38 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41945148?gko=2d029 For many manufacturers, China has become the 800-pound gorilla. It dominates every conversation and strategic plan; even when it isn't a real threat, the fear exists that it is about to become one. As usual, an educated analysis, diligently conducted, can make the difference between acting out of irrational fear and performing a logical assessment of risk and potential reward. Grichnik, Kaj; Haddock, Ronald; Samakh, Edouard Sun, 01 Jan 2006 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41945148?gko=2d029 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901784?gko=f3b23 Marketing organizations are widely perceived to be falling short of the high expectations company leaders have for them. A new survey of 4,000 marketing executives by Booz & Company and the Association of National Advertisers (ANA) shows that poor functioning may be part of the "DNA" of marketing organizations--and indicates that both performance and profitability can be improved by fixing two building blocks of organizational health: information flows and decision rights. Booz and the ANA have developed an online diagnostic tool, www.marketingprofiler.com, that can aid marketers as they attempt to match their marketing organization to their company's mission. Dixon, Brodie; Landry, Edward; Tipping, Andrew Mon, 12 Dec 2005 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901784?gko=f3b23 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901840?gko=324f0 Lavish R&D budgets don't guarantee performance. A new Booz & Company study of the world's 1,000 biggest spenders reveals the value of an innovation dollar -- and the basics of a better strategy. Dehoff, Kevin; Jaruzelski, Barry Thu, 01 Dec 2005 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901840?gko=324f0 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41902006?gko=05b88 Increases in gas prices will result in increasing sales of cross-utility vehicles; alternatives to gasoline power trains; some lesser-known manufacturers possibly taking prominent positions; and a more differentiated, faster-changing mix of automobiles. Jackson, Bill; Loehr, John Thu, 01 Dec 2005 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41902006?gko=05b88 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901786?gko=91d26 A new approach to ideation and development that Booz & Company calls Intelligent Innovation. Over the last decade, companies have made great strides in retooling their innovation engines. Leaner and faster, they can get products from concept to customer in record time. But even a Ferrari does not know where to drive. While there are still plenty of opportunities to enhance execution, inspiration and insight are increasingly the critical challenges for innovation executives. But improving these capabilities demands different, more outward-looking techniques. Hauser, Richard; List, Georg; Veldhoen, Steven Thu, 29 Sep 2005 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901786?gko=91d26 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41972546?gko=6f0ce The gap between vehicle manufacturers and their dealer-franchisees is the last mile separating automakers both from their real customers and from sustainably profitable businesses. Automakers now have tools they can use to partner with dealerships and end consumers to drive the last mile in a transaction. They now can facilitate purchase intent with the kind of technology-enabled support that already leads to confident, informed buying in industries as different as books and computer hardware. Wheeler, Steven Mon, 01 Aug 2005 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41972546?gko=6f0ce http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41902074?gko=81d25 It's not often that capital projects management and supply chain management are used in the same breath--but they should be. A Booz & Company analysis of energy company performance from 2001 to 2003 found that while the amount most businesses spent on capital projects was proportional to their size, companies that executed projects best by closely monitoring and controlling costs and schedules were able to significantly increase their net earnings relative to their peers. McKenna, Matthew; Wilczynski, Herve Mon, 18 Jul 2005 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41902074?gko=81d25 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41979320?gko=68c26 Process complexity is one of the silent killers of profitability. Any time a new product is added or changed or a service level is increased without addressing complexity the result is a process that is a little more cumbersome and a little more costly. Over the long haul, many good strategies go wrong simply because of the drag created by all those incrementally increasing costs. CIOs have an important role to plan in managing that complexity. Egol, Matthew; Hirsh, Evan; Irwin, Gil; Martin, Karla; Rao, Giridhar Fri, 01 Jul 2005 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41979320?gko=68c26 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901992?gko=98a97 China is in a unique position to proactively address HIV/AIDS while rates of infection are still relatively low (0.07%). Businesses have the opportunity to not only prevent the growth of HIV/AIDS, but to help mitigate the long-term economic costs of the disease for both individual companies and China's economy. Beever, Charles; Tse, Edward Sat, 14 May 2005 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901992?gko=98a97 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901912?gko=4825c According to a recent Booz & Company study, European executives are setting ambitious innovation performance targets for the next three years. Respondents not only seek to boost their return on innovation investment by an impressive 29 percent, but they also hope to increase product/service introductions while shortening time to market, increasing quality, and decreasing product/service costs. Hauser, Richard; List, Georg Thu, 05 May 2005 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901912?gko=4825c http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901760?gko=4345c Innovation--the ability to define and develop new products and services and deliver them to market--is the fundamental source of value creation in companies and an important enabler of competitive advantage. Dehoff, Kevin; Jaruzelski, Barry; Kronenberg, Eric Fri, 15 Apr 2005 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901760?gko=4345c http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901950?gko=d2ad7 "Smart Customizers" -- those that successfully trade off the value of variety against the costs associated with introducing more complexity into their business models outperform peers two to one in terms of revenue growth and have profit margins 5 percent to 10 percent above competitors. Egol, Matthew; Hirsh, Evan; Martin, Karla Fri, 15 Apr 2005 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901950?gko=d2ad7 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41902048?gko=16d6a The emergence of China in the global economy is arguably the most significant economic event in recent history. With economic growth averaging between 8 and 9 percent per annum for the past decade, coupled with a truly massive domestic population, most global companies have long since recognized that China is simply too large a market for them to ignore. Haddock, Ronald; Tse, Edward Tue, 01 Mar 2005 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41902048?gko=16d6a http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41902052?gko=cab0a Why are some companies so successful at leveraging brands, while others achieve far more modest returns on their branding budgets? To find out, we and the brand consulting firm Wolff Olins carried out research among marketing executives across Europe. It shows that over 90 percent of companies believe their brand is a key element of their success--twice as many as five years ago. Yet less than 20 percent put the management of their brand at the heart of their business systems and capabilities. Harter, Gregor; Koster, Alex; Peterson, Michael Tue, 01 Mar 2005 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41902052?gko=cab0a http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901996?gko=abadc As competitive pressures in the automotive industry continue to increase and cost pressures accelerate with material price increases and OEM price pressures, improving engineering productivity is critical to driving growth, increasing product development throughput, and reducing engineering costs. The latest restructuring wave is to move engineering and other services, in part or in whole, to countries with lower labor costs while maintaining or in some cases improving technical capability. Couto, Vinay; Dehoff, Kevin; Jackson, Bill; Sehgal, Vikas Wed, 26 Jan 2005 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901996?gko=abadc http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901908?gko=c8ef2 Many elements of the CFO's expanded, everyday role become more crucial in a merger, and success in these areas can help beat the odds and create a transaction that delivers. Adolph, Gerald; McNeese, Cynthia Thu, 20 Jan 2005 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901908?gko=c8ef2 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901920?gko=96324 This study outlines the elements of an effective early warning system and the surprises that can occur if one element is missing or underemphasized, or if the relationships between them are out of balance. Kerins, Jason; McNeese, Cynthia Thu, 20 Jan 2005 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901920?gko=96324 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901936?gko=42660 Companies in virtually every industry are trying to determine the best way to use their manufacturing footprints, realizing that if they want to stay competitive they can't wait until their manufacturing costs are out of line to take action. Hardman, Doug; Mueller, Curt Wed, 05 Jan 2005 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901936?gko=42660 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41902034?gko=da95b CFOs are expected to deliver continuous improvements in their own organization. Outsourcing offers a compelling approach to drive significant cost and effectiveness benefits; this article examines some of the key considerations for organizations contemplating outsourcing. Alvarez, Eduardo; Couto, Vinay Sat, 01 Jan 2005 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41902034?gko=da95b http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/42102610?gko=10757 Taking a strategic approach to purchasing will drive sustainable results across the organization. A successful procurement agenda needs to address four key dimensions: processes, organization, technology, and performance management McKenna, Matthew Wed, 15 Dec 2004 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/42102610?gko=10757 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/42340540?gko=9fd38 Burdened with multiple layers of management, these organizations tend to suffer from "analysis paralysis." When they do move, they move slowly and reactively, often pursuing opportunities later or less vigorously than their competitors. More consumed with the trees than the forest,managers spend their time checking one another's work, rather than scanning the horizon for opportunities or threats. These organizations are frequently bureaucratic and political in nature and tend to frustrate self-starters and results-oriented individuals. Mitchell, Deanna; Neilson, Gary Wed, 15 Dec 2004 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/42340540?gko=9fd38 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901924?gko=60394 It's planning time again. For most, this is a painful exercise. In the worst cases, the resulting plan is more aspiration than inspiration. Unrealistic sales targets, sandbagged expense budgets, and other hopes are forged into next year's roadmap. Stacks of reports and terabytes of data are generated but often ignored during interminable planning meetings. After all that, the plan is forgotten in a few months. Do any of these aspects sound familiar? Heinz, Irmgard; Kerins, Jason; McNeese, Cynthia Mon, 18 Oct 2004 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901924?gko=60394 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901874?gko=740c1 In collaboration with the Association of National Advertisers, the leading U.S. marketing trade organization, Booz Allen Hamilton surveyed 370 people at more than 100 companies in nine industries in an attempt to discover whether marketing is in fact disconnected from the leadership agenda, determine the causes of any dysfunction, and uncover the best practices of superior marketing organizations. Hyde, Paul; Landry, Edward; Tipping, Andrew Mon, 11 Oct 2004 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901874?gko=740c1 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/42030057?gko=91b5e Unlike the mortgage industry, auto finance in the United States continues to be dominated by a set of vertically integrated competitors, each performing all three major activities in the value chain--acquisition, servicing, and financing. A number of industry forces, including falling credit ratings for major OEMs and institutional investor demand, are challenging the efficiency of this model and raising a set of questions for key players. Hirsh, Evan; Miecznikowski, Jan; Reppa, Robert Mon, 04 Oct 2004 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/42030057?gko=91b5e http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901956?gko=ba47d So congenial as to seem conflict free, the Passive-Aggressive Organization breeds a culture of simulated compliance where "everyone agrees but nothing changes." Building a consensus to make major changes is no problem; it's implementing the changes that can prove impossible. Kellner, Karl; Neilson, Gary Wed, 18 Aug 2004 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901956?gko=ba47d http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41902104?gko=ebcd1 Much as an athlete's true mettle is tested under the pressure of competition, an organization's corporate values are never as strained as when a company is in the midst of a major transformation. Aguirre, DeAnne; Burger, Christian; Krings, Joerg; Tipping, Andrew Fri, 16 Jul 2004 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41902104?gko=ebcd1 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901960?gko=db3c7 Product development has universally been identified as a key driver for growth and value creation. As a result, companies are focusing significant investments on the pursuit of the so-called "killer idea". In our opinion however, successful product development for many companies is not so much about developing "killer ideas" as about being able to control their product development activities and ensuring scarce resources are used in the most efficient and effective way. List, Georg; Mensing, Peter; Veldhoen, Steven Mon, 12 Jul 2004 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901960?gko=db3c7 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41902102?gko=e3dfb Astute companies are increasingly looking to their customers to drive growth-tailoring offerings, indeed their whole organizations, to customers' unique needs. The problem many companies face, however, is: How do you cater to customers without incurring debilitating costs in complexity? Building a truly customer-centric organization is the solution. Egol, Matthew; Hyde, Paul; Ribeiro, Frank; Tipping, Andrew Wed, 07 Jul 2004 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41902102?gko=e3dfb http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/43000314?gko=5b6df Managing change is a critical component of any major transformation. It is a necessary process that helps companies successfully implement new strategies. Change management gets results by building sponsorship from the top, creating leaders who will act as change agents, and by changing behaviors in frontline teams and individual employees in business units. Aguirre, DeAnne; Hyde, Paul; Neilson, Gary; Tipping, Andrew Tue, 15 Jun 2004 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/43000314?gko=5b6df http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/43000323?gko=9f146 Service organizations face unprecedented challenges in today's business environment. Customers demand better service and more customized offerings. Sales managers push for incremental evenue, improved retention, and higher service levels. And senior management expects the virtually impossible--meaningful cost cutting at the same time as new product launches, acquisition integrations, and new market entry. Bailey, Curt; Nallicheri, Narayan Tue, 15 Jun 2004 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/43000323?gko=9f146 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41902068?gko=369bb Most managers acknowledge that organization design should follow strategy and enable desired performance. Yet few have developed their own business model based on their business's fundamental strategies. In most cases, a business's model has evolved from a series of discrete decisions that have compounded over the years, resulting in a less than optimal organization. Jackson, Bill; Miecznikowski, Jan Thu, 10 Jun 2004 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41902068?gko=369bb http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41903715?gko=0bc57 With the continued uncertainty in global markets, the ability to bring large-scale programs to a successful conclusion has become even more critical for the survival of many Fortune 500 companies--regardless of whether they are under pressure to achieve multibillions of dollars in savings or to realize revenue synergies from an acquisition.Our experience in many large-scale transformations has taught us that things can go wrong without a dedicated, structured, and comprehensive program management approach. Lauster, Steffen M.; Ripsam, Thomas Tue, 01 Jun 2004 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41903715?gko=0bc57 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/42100178?gko=e97eb Despite its impressive technology and surprising performance, we believe the Prius will remain largely a niche product for eco-conscious consumers. But new automobiles being introduced across the U.S. and Europe over the next 12 months many finally move the hybrid from a curiosity to a mainstream choice. Clyde, Andrew Sat, 15 May 2004 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/42100178?gko=e97eb http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41902022?gko=40146 There comes a point in any successful change movement when a great truth dawns on those involved: The inevitability and wisdom of the ongoing change is finally understood, and the new reality accepted. And what typically evokes this realization? Not hard data, nor a new process, nor an edict from above. Aguirre, DeAnne; Neilson, Gary; Schirra, Wolfgang; Tipping, Andrew Sat, 01 May 2004 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41902022?gko=40146 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41945518?gko=0bc63 Roughly 25 years have passed since TQM first galvanized the executive suite. Since then, we have seen cycles as predictable as the seasons, in which new methodologies become the latest fad and then settle down into accepted management tools such as ISO 9000, BPR, JIT, Value Engineering, and others. These methodologies essentially promised to transform the enterprise into a sleek, disciplined, process-focused organization, and to measure the improvement they had delivered. Despite the abundance of methodologies and endeavors, however, results have proven illusive or unsustainable. Alvarez, Eduardo; Gupta, Amit; Kaul, Anil; Neilson, Gary Sat, 01 May 2004 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41945518?gko=0bc63 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901804?gko=43a3f Tools and techniques to help companies transform quickly. Aguirre, DeAnne Thu, 15 Apr 2004 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901804?gko=43a3f http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901792?gko=a388f For most companies, significant challenges remain in improving the cost-effectiveness of their internal services. As the external environment shifts for a company's core business and the marketplace for G&A services, so too does the internal economy of the firm as BU customers demand increasingly customized services. In this charged environment, G&A practices are evolving rapidly and fundamentally. This report examines both the traditional and leading-edge approaches to G&A management andtheir impact on company performance. Couto, Vinay; McNeese, Cynthia; Pigorini, Paolo Thu, 15 Apr 2004 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901792?gko=a388f http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/42340537?gko=70d11 The most successful strategy-based transformations follow a three-phased approach that integrates the development and implementation of the strategy/operating model with the process for driving the human and emotional elements of change. As is the case with the coaching staff on the gridiron, the roles of the CEO and top team will change across the three phases of the transformation.Phase 1: Engaging the Top and Leading the ChangePhase 2: Cascading Down and Breaking BarriersPhase 3: Mobilizing the Base and Creating Ownership Aguirre, DeAnne; Hyde, Paul; Krings, Joerg; Neilson, Gary; Schirra, Wolfgang; Tipping, Andrew Mon, 15 Mar 2004 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/42340537?gko=70d11 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41902042?gko=0b46a After five years of retrenchment and cost-cutting, senior executives at leading companies across a variety of industries share a common conviction: Innovation--the ability to define and create new products and services and quickly bring them to market--is an increasingly important source of competitive advantage. According to a new survey, more than 90% of top managers at companies in such fields as aerospace, automotive products, pharmaceuticals, and telecommunications cite innovation as absolutely critical to achieving their strategic objectives. Dehoff, Kevin Mon, 01 Mar 2004 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41902042?gko=0b46a http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41902024?gko=9a9bb Success at large-scale transformation demands more than the best strategic and tactical plans, the traditional focus of senior executives and their advisers. It requires an intimate understandingof the human side, as well--the company's culture, values, people, and behaviors that must be changed to deliver the desired results. Plans themselves do not capture value. Value is realized only through the sustained, collective actions of thousands or tens of thousands of employees who are responsible for designing, executing, and living the change. Neilson, Gary Mon, 01 Mar 2004 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41902024?gko=9a9bb http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41902046?gko=06098 You know that significant change is required for your company. You've done the analysis and come up with the right solution. You've gotten senior management buy-in, promised results, and announced the change program to the middle management. Three months have passed, but the change has stalled. Why hasn't the organization adopted the change? With dramatic market shifts and rapid executive turnover, strategic change programs must be implemented and deliver results quickly. Aguirre, DeAnne; Neilson, Gary Sun, 01 Feb 2004 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41902046?gko=06098 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/42340410?gko=6fd05 In recent years, as top-line growth has stalled, companies have had to get creative about cost reduction. As always, they are looking first to pare expenses in internal services. What is different is the lens they are applying; the perspective has broadened. Instead of relying solely on supply-side tactics to cut costs (e.g., process reengineering, automation, outsourcing, offshoring), companies are now managing the demand for internal services as well, challenging both service providers and business-unit customers to make serious affordability and service level trade-offs. Couto, Vinay; Pigorini, Paolo; Saddi, Joe Wed, 15 Oct 2003 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/42340410?gko=6fd05 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41902110?gko=4d9b7 The business process reengineering approach popular in the mid- to late-'90s may have delivered on the initial cost reduction front, but it is ill-equipped to evolve with new market requirements. Neilson, Gary; Saddi, Joe Sat, 11 Oct 2003 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41902110?gko=4d9b7 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41902056?gko=4ab9b If you look closely at the management ranks of many Fortune 500 corporations, you'll see: excessive layers and narrow spans of control, particularly among mid-level directors and managers. The result is often bureaucratic buildup, bottle-necked decision-making, and a general lack of innovation. Employees laboring at the customer-facing end of this attenuated organization structure are hamstrung by vertical decision-making and multi-matrixed reporting relationships. Organizations like these need to look beyond simple headcount reductions to find more lasting and effective methods for getting in shape. Neilson, Gary; Saddi, Joe Wed, 01 Oct 2003 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41902056?gko=4ab9b http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41902058?gko=149d4 Current economic conditions are forcing companies to significantly rebase General & Administrative costs. For many organizations, the cost cutting in the IT function is expected to deliver 40% or more of overall savings. The problem is, many organizations are already struggling with budgets that are barely adequate to the demands being placed on their IT function. With no place else to squeeze, the traditional approaches to IT cost management aren't effective anymore. It's time for a new approach. Our recent experience indicates that managing the "demand" for IT services yields as much, if not more, benefit than traditional "supply" focused cost reduction programs. Alvarez, Eduardo; McNeese, Cynthia Tue, 01 Jul 2003 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41902058?gko=149d4 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41902106?gko=db5ef To date companies have have attacked internal service costs from the supply side. Our client experience suggests that there are benefits from managing the demand for such services. Couto, Vinay; Kaul, Anil; Neilson, Gary; Saddi, Joe Mon, 12 May 2003 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41902106?gko=db5ef http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41902020?gko=897a7 Growing complexity in information systems poses a significant challenge to senior managers. Mergers and acqusitions, changing markets and customer demands have encouraged piecemeal investments in new functionality. The resulting patchwork of systems often fails to provide adequate support for key business objectives. Alvarez, Eduardo; Irwin, Gil Thu, 01 May 2003 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41902020?gko=897a7 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41902062?gko=bc5ab Peer into the hallways of any business unit, and you will likely find "shadow staff", people performing tasks that duplicate those performed elsewhere in the organization. No matter the industry, shadowm staffs lurk in the corners of most large enterprises. Once brought to light these positions can add another 30 to 80% to total support staff head counts. Neilson, Gary; Saddi, Joe; Spiegel, Eric Thu, 01 May 2003 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41902062?gko=bc5ab http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41902054?gko=b3a4d While SCM officially reached "adulthood" this year--21 years after our Keith Oliver first coined the term--it continues to fall short of its substantial promise. A survey we recently conducted points to the reasons the discipline has underdelivered, suggesting that top management needs to take a far broader view of Supply Chain Management, deepen its own involvement in the design and ongoing guidance of the function, and take a more realistic view of what technology can--and cannot--do. Hölbling, Klaus; Heckmann, Peter Thu, 01 May 2003 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41902054?gko=b3a4d http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901876?gko=6dda0 "Business is flat. I need to cut overhead costs quickly to meet my earnings forecast. At the same time, I have to launch an even bolder round of restructuring to bring costs down 30 to 40 percent over the next three to five years. And I need to achieve these goals without undermining the core functional capabilities needed to keep my business moving and, ultimately, achieve above-market growth." Sound familiar? Seem impossible? Alvarez, Eduardo; Couto, Vinay; Neilson, Gary Sat, 22 Feb 2003 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901876?gko=6dda0 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41972760?gko=5f8be The last five years, Tier 1 suppliers have experiencedunprecedented automotive industry trends:- Record production volumes- More extensive OEM outsourcing- Revenue growth fueled by consolidationThis article discusses five imperatives for success that allow suppliers to sustain advantaged positions and maintain operationalexcellence. Jackson, Bill; Miecznikowski, Jan Sat, 01 Feb 2003 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41972760?gko=5f8be http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/42340716?gko=150bc Encouraging and facilitating the "right" amount and type of senior management interaction is a constant challenge. If interaction is too frequent, too transactional or too structured, the management team gets bogged down in tactical minutiae. If interaction is too sporadic, too strategic, or too undisciplined, the dialogue will fail to drive real and substantive action. Chang, Jong; Neilson, Gary; Pigorini, Paolo; Saddi, Joe; Trépant, Hugo Sun, 15 Dec 2002 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/42340716?gko=150bc http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41902032?gko=c41e7 Senior executives continually lament the amount of time they spend wrestling with organizational problems rather than building their business. From the CEO on down, business leaders routinely express variations on the same fundamental themes -- "We have the right strategy and a clear action plan, but we can't seem to execute," "Our industry is undergoing tremendous upheaval, but our people either don't recognize it or won't do anything about it". Addressing these concerns-- or rather the critical organizational constraints that underlie them -- is often the key to unlocking superior financial performance. Kletter, David; Neilson, Gary Fri, 01 Nov 2002 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41902032?gko=c41e7 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41902064?gko=343ff Companies have invested millions of dollars and accumulated years of experience in running highly efficient internal shared services operations. Now many are wondering how to unleash the next wave of value. Many believe that the next breakout strategy will take the form of an extended enterprise play, in which shared services will move beyond the walls of the corporation, either as a seller of services to external customers or as a buyer and aggregator of external services for internal clients. Couto, Vinay; Kaul, Anil; Neilson, Gary Sat, 01 Jun 2002 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41902064?gko=343ff http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41902026?gko=6307b Does Customer Relationship Management (CRM) technology truly enable improved customer alignment or is it simply a repeat of the ERP debacle of the 1980s and '90s? How can executives sort through the discord around CRM to take decisive actions that result in bottom-line benefits? Casey, Thomas Fri, 01 Feb 2002 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41902026?gko=6307b