http://www.booz.com Chemicals RSS feed from Booz & Company. Tue, 07 Feb 2012 22:44:20 -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/50014027?gko=d2255 Not long ago, the center of the global chemical industry seemed destined to be moving to the Middle East from North America and Europe, propelled by the ready availability in the Arab world of relatively inexpensive oil as a feedstock. That idea has now been turned on its head. We would like to offer our thoughts on the current business environment for chemical companies, what the future holds, and which specific capabilities they need to enjoy the greatest success. Cassidy, Dennis; Gotpagar, Jayant; Morawietz, Marcus; Verity, Richard Wed, 07 Dec 2011 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/50014027?gko=d2255 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/49704544?gko=f0c45 Supply chain expenditures make up about 60 percent of capital and operating costs for typical utilities. This Perspective outlines a new approach--natural supply chains that exist across business units and are made up of business activities that have inherent similarities. Once a company's natural supply chains are identified, the supply chain organization can be tailored to meet the distinct needs of each, resulting in improved performance across a wide range of measures. Cassidy, Dennis; McKenna, Matthew; Singh, Rohit; Uffhausen, Mark Mon, 22 Aug 2011 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49704544?gko=f0c45 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49691207?gko=7849f Energy projects tend to be big, complicated, expensive, and risky. As such, they are often pursued through joint ventures and other multi-owner entities. Partners can dramatically improve success with joint ventures by: developing a shared understanding of strategic intent; assessing the capabilities and roles of all entities; and designing and effective governance and decision-making model. Dann, Christopher Thu, 18 Aug 2011 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49691207?gko=7849f http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49690921?gko=7205d National oil companies and companies in other carbon-intensive industries, such as chemicals and utilities, can not only profit from returns on investments in energy efficiency; they can also improve their image, access carbon finance, and contribute to the long-term competitiveness of fossil fuel resources and hydrocarbon-based products and services. El Sayed, Tarek; Fayad, Walid; Lavery, Greg; Monette, Simon-Pierre Thu, 18 Aug 2011 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49690921?gko=7205d 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/49636848?gko=6a081 Despite the uncertainties of a complex and rapidly evolving Chinese market, and increasingly formidable local competition, foreign chemical companies are well positioned to benefit from China's unique growth potential, leveraging their advantages in technology, management expertise, access to overseas markets, and feedstock supply. Cainey, Andrew; Tse, Edward; Verity, Richard; McNally, Chris Fri, 29 Jul 2011 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49636848?gko=6a081 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/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/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/49285335?gko=b7ae9 The renewables market has evolved in important ways, setting the stage for it to maintain its economic viability and continue to grow. One of the hallmarks of the renewables sector today is its structural diversity in terms of the technologies, players, and geographic regions involved in its growth. Ahmed, Sartaz; Dann, Christopher; Ward, Owen Thu, 17 Mar 2011 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49285335?gko=b7ae9 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/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/48960327?gko=dfaf2 The North American chemical industry got a reprieve in 2010 as the economy improved. But the rebound is not benefiting all chemical companies equally. Gas-based commodity producers are in the strongest position and will have to capitalize on the "gas gift." Oil-based commodity producers and specialty producers are locked into a high-cost feedstock and will have to work hard to fix underperforming businesses and return to profitable growth. Meanwhile, gas-based specialty producers will have more breathing room than their oil-based competitors and should be more aggressive in the market and pursue innovation. Cassidy, Dennis; Clyde, Andrew; Gotpagar, Jayant; Trebino, Juan Wed, 15 Dec 2010 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/48960327?gko=dfaf2 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/48875343?gko=6c30c Supply chain costs make up about 80 percent of capital and operating expenses for upstream oil and gas companies. Consider a new approach--natural supply chains, which exist across business units and are made up of business activities that have inherent similarities. Once a company's natural supply chains are identified, the supply chain organization can be tailored to meet the distinct needs of each, resulting in improved performance across a wide range of measures. Barta, Jeffrey; Cassidy, Dennis; Singh, Rohit; Uffhausen, Mark Wed, 01 Dec 2010 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/48875343?gko=6c30c http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/48841374?gko=ffd69 A common misconception in process industries is that greenhouse gas emission reduction programs are inherently unprofitable. Recent experience in the oil and gas industry, however, proves otherwise. One company, for example, iden­tified a 43 percent reduction in emissions with a net present value of several billion U.S. dollars using a five-step process that makes finding reductions in emissions both practical and profitable. El Sayed, Tarek; Fayad, Walid; Lavery, Greg; Pennell, Nick Tue, 23 Nov 2010 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/48841374?gko=ffd69 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/48753144?gko=5fde2 In the past few decades, the chemical industry landscape has changed dramatically: Going forward, most chemical companies must reduce their reliance on scale, and deploy a varied group of business models simultaneously. To manage the increased complexity, they must consciously leverage and mobilize the informal organization. Verity, Richard; van den Heuvel, Roger; Kubis, Nadia; Meyer, Oliver Wed, 20 Oct 2010 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/48753144?gko=5fde2 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/48209367?gko=124f2 As companies emerge from the severe economic downturn, more and more of them are adopting capabilities-driven strategies to drive new growth and earn the right to win in their markets. CIOs have an indispensable role to play in these organizations, both in helping to define corporate capabilities and strategies, and in ensuring that IT is properly aligned with them. Alvarez, Eduardo; Filsoof, Ahmad; Waller, Steven Wed, 07 Jul 2010 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/48209367?gko=124f2 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/48209381?gko=550cc As the current economic crisis reshapes chemical industry dynamics, nowhere will the transformation be more evident in the next three to five years than in the rise of Middle East chemical companies and their impact on established players in western Europe and North America. Horncastle, Andrew; Morawietz, Marcus; Rotering, Joachim; van den Heuvel, Roger Wed, 07 Jul 2010 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/48209381?gko=550cc 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/47977205?gko=0ae42 It is becoming increasingly clear that a large number of chemical companies have failed to manage and nurture their business models well enough. Research and development funds have dried up, and new molecular discoveries are increasingly rare. Few specialty chemical companies have demonstrated the ability or nimbleness to adjust to the new, much more difficult realities in the industry. How well these companies adopt one of three business models will determine success or failure for individual outfits and the industry as a whole. Bäumler, Matthias; Caruso, Pedro; Gotpagar, Jayant; Morawietz, Marcus Tue, 18 May 2010 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/47977205?gko=0ae42 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/47236328?gko=b4f11 The $2 trillion chemicals industry continues to face challenges as it attempts to rebound from its worst year ever. Chemicals leaders need to step up and trigger the change necessary to lay the groundwork for future success. Now more than ever, leading firms must aggressively take action to enhance those parts of their company capable of generating superior returns, and sell off or close down those that never will. Cassidy, Dennis; El-Husseini, Ibrahim; Rotering, Joachim; Spiegel, Eric; Verity, Richard Fri, 20 Nov 2009 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/47236328?gko=b4f11 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/46380853?gko=30b5e The global chemical industry is one of the world's largest industrial sectors, generating annual sales of more than €1,800 billion (US$2.5 trillion). This Perspective is the first in a Booz & Company series exploring the state of the chemical industry today. We discuss our expectations for how it will evolve over the coming 10 years, the industry's most salient future trends, and the factors that will determine success or failure in the new chemical industry of the next decade. Morawietz, Marcus; Thiedig, Caroline; Bäumler, Matthias Tue, 28 Jul 2009 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/46380853?gko=30b5e 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/45742670?gko=77476 Ironically, many companies in process-intensive industries excel at keeping their physical assets at optimum productivity levels, but they fail to manage their human capital as effectively. The potential savings can be substantial, The most successful process-intensive companies manage to operate at high productivity levels, and in the past few years, a handful of lagging companies have shown that improvement is indeed possible. Improving productivity starts with an in-depth analysis to determine where the true opportunities lie. Rogers, William; Steinhubl, Andrew; Van Leeuwen, John Wed, 13 May 2009 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/45742670?gko=77476 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/43460652?gko=e88f2 When major chemical companies made dramatic cuts in production, instituted job cuts, and released warnings of reduced profits, the economic crisis officially hit the chemical industry. As the recession grinds on, some companies in this fragmented industry will be hit harder than others. Chemicals for automotive, for example, are under much more pressure than agrochemicals. This crisis will accelerate the progress of trends already under way in the industry. These include increasing margin pressure in basic chemicals and petrochemicals thanks to an increase in overcapacity, as well as a reshaping of the specialty chemical landscape through quicker commoditization and consolidation. Companies must meet the challenges of this crisis with a strategic approach. Immediate action to stop the bleeding of cash is essential, but even more important, companies need to secure value in their profitable businesses and then aim to create a solid position in the industry landscape of the future. Morawietz, Marcus; Bäumler, Matthias; Thiedig, Caroline Fri, 09 Jan 2009 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/43460652?gko=e88f2 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/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/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/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/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/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/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/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/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/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/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/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/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/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/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/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/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/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/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/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/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/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/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/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