http://www.booz.com Energy & Utilities RSS feed from Booz & Company. Tue, 07 Feb 2012 23:31:12 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/50128663?gko=5e818 The close of a utility merger typically caps a grueling nine- to 12-month process. But the hard work of integrating the two companies is just beginning. After a merger, management needs to balance the activities necessary to complete the integration with those that ensure smooth ongoing operations. This is no easy task, and underestimating these challenges can have unwelcome consequences. Hewing to the original intent of the pre-close integration process is management's best chance to achieve the deal's full, intended value. Flaherty, Tom; Jirovec, Todd; Mondrus, David Wed, 01 Feb 2012 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/50128663?gko=5e818 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/50119900?gko=710a7 America's electric power and gas utilities are entering a time of dramatic change. They will need strategies to compete in a distinctive fashion and to gain performance leadership. The most successful strategies are built around distinctive capabilities: the things your company does so well that, taken together, they establish its "right to win" in the market. Business transformation programs that are based on core strategy enable companies to assess, enhance, and acquire these capabilities. But many transformation programs fail to be sustained; the organization simply waits for the initiative to pass over like a storm cloud. The road map for a successful program consists of several different elements working together: a way to play (or strategy); a capabilities system applied to every part of the portfolio; and a transformation program with nine critical enabling factors. These factors are associated with the company's people and culture, operational excellence, and execution. When a transformation program leverages these enabling factors, the company stands a better chance that its new strategy will be implemented--and it will gain a long-term competitive advantage based on its evolving high-performance identity. Simpkins, Earl; Thota, Pramod Thu, 26 Jan 2012 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/50119900?gko=710a7 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/50072626?gko=b09ee Another tumultuous year for the utilities industry has ended, and the sector again finds itself wondering whether unpredictability is simply a hallmark of its future. The most successful companies in this industry will be those that are adept at dealing strategically with this ambiguity -- and can build the capabilities they need to enable superior performance in the future. Flaherty, Tom; Simpkins, Earl Wed, 11 Jan 2012 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/50072626?gko=b09ee 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/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/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/49817941?gko=d62a5 This Perspective examines business process empowerment (BPE), a customer-focused, strategically driven alternative to traditional, back-office focused business process management, with particular applicability in service industries. BPE combines process architecture with a continuous improvement culture to drive sales and otherwise improve front-office operations. Acker, Olaf; Blockus, Adrian; Gröne, Florian; Wheeler, Keith Thu, 29 Sep 2011 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49817941?gko=d62a5 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/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/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/49006948?gko=4ca6f Two years after the election of President Obama, the outlook for the power industry has shifted dramatically and few avenues for meaningful, strategic, and sustainable growth exist. In this muddled environment, each company will have to reevaluate its strategy and priorities, and develop a clear, coherent growth strategy that addresses scale, portfolio balance, and capability alignment. Given these strategic imperatives and the associated uncertainties, we believe that five trends merit attention during 2011: the increase in acquisition activity; the advent of seemingly abundant unconventional gas versus shrinking support for renewables; flux in the nuclear and coal segments; the impact of unconventional gas on the gas market; and the continuing need to capture significant untapped operating value. Dann, Christopher; Flaherty, Tom; Hendrickson, James; Jirovec, Todd; Simpkins, Earl; Van den Berg, A. Joseph Wed, 19 Jan 2011 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49006948?gko=4ca6f 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/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/48749680?gko=3461a In recent years, countries in the GCC have increasingly turned to independent power projects (IPPs) as alternatives to government-financed power plants. But the IPP model being used in the region, while serving to augment and diversify investment resources, presents long-term risks. Changes in the way that IPPs are structured can preserve the benefits of the IPP model while substantially reducing these risks. Decker, Christopher; Fayad, Walid; Gardner, Tim; Sarraf, George Mon, 18 Oct 2010 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/48749680?gko=3461a 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/48139471?gko=2ae69 The Gulf Cooperation Council's demand for gas has far outpaced the region's gas exploration and production. However, fundamental changes in the global gas market have created an oversupply that can help GCC countries address their gas shortage in the short term. Kombargi, Raed; Sarraf, George; Waterlander, Otto; Sastry, Asheesh Mon, 14 Jun 2010 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/48139471?gko=2ae69 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/48139472?gko=3f0dc For utilities, increasing productive time by more effectively leveraging existing resources is imperative for coping with future finan­cial constraints. The journey toward improved productivity begins with a comprehensive up-front assessment of inefficient and unproductive practices across the entire work manage­ment life cycle and concludes with reshaping perspectives and expectations throughout the field force. Our recent experience suggests that meaningful increases in productive time can be accomplished by optimizing how work is planned, scheduled, and performed; expanding the skill sets of the existing work­force (including managers); standardizing work practices; and better leveraging underlying information technology and reporting tools. Hoffman, Mark; Jirovec, Todd Mon, 14 Jun 2010 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/48139472?gko=3f0dc http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/47845805?gko=389df Changes in the global framework on climate change policy present both risks and opportunities for the MENA region. To mitigate the former and capitalize on the latter, key stakeholders in the region will need to ensure that they are part of the process. El Sayed, Tarek; Fayad, Walid; Fowler, Rob; Pennell, Nick Mon, 05 Apr 2010 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/47845805?gko=389df http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/47819479?gko=a39fe Economic cities, which will be critical to the financial development and economic diversification of the Gulf Cooperation Council, will need government action to ensure that they have adequate utility infrastructure. Decker, Christopher; El-Husseini, Ibrahim; Gardner, Tim; Sarraf, George Mon, 29 Mar 2010 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/47819479?gko=a39fe http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/47812407?gko=f68d1 Unconventional gas reserves, which have become an increasingly impor­tant component of energy company portfolios, differ from conven­tional assets in that they tend to be low-margin, resource-intensive exploration efforts. Because profit opportunities are limited, getting the most out of an unconventional program requires close scrutiny of operational efficiency and cost levels. As a result, unconventional reserves are perfect candidates for sustainable cost cutting through the introduction of lean supply chain concepts. Cassidy, Dennis; Click, Christopher; Clyde, Andrew; Singh, Rohit Fri, 26 Mar 2010 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/47812407?gko=f68d1 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/47772647?gko=f8b7a Recent developments in renewable energy, combined with the MENA region's latent potential in wind and solar power, could create significant advantage for those countries that move decisively to capitalize on them. El Sayed, Tarek; El-Husseini, Ibrahim; Fayad, Walid; Zywietz, Daniel Wed, 17 Mar 2010 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/47772647?gko=f8b7a http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/47341079?gko=439c7 Utilities need to prepare now for radically different market conditions by choosing business models that will shape their "right to play" in the future. The new paradigm will require management discipline--more concentration on developing strategic risk management and capital management skills that typically lag at utilities--to drive vital capabilities and improve asset performance. Ahmed, Sartaz; Flaherty, Tom; Hendrickson, James; Van den Berg, A. Joseph Fri, 04 Dec 2009 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/47341079?gko=439c7 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/46961498?gko=e302f As the debate rages over how to stop global warming while securing continuous supplies of energy at affordable prices, there is precious little understanding and even less agreement on how these seemingly conflicting objectives could possibly be achieved. The problem and, naturally, its solution revolve around how the world produces and consumes energy, which has prompted us to look into the "future of energy." In this Perspective, we are not questioning the merits of the different objectives themselves, but asking how much can reasonably be expected for each, and what levers need to be pulled to get there. The authors take Germany as an example and discuss the energy options for the country in detail. While other energy systems around the world may differ, the conclusions on key levers are broadly applicable and should shape policy and outcomes going forward in Germany and beyond. Wintersteller, Walter; Quandt, Robert; Kley, Fabian Tue, 13 Oct 2009 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/46961498?gko=e302f http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/45999642?gko=5ba8b Growing competition and EU-triggered regulation are now increasing the pressure on energy suppliers to operate their power and gas grids as efficiently as possible. At the same time, provisioning network services is a major opportunity for growth that can help offset losses in revenue from capping regulation. Workforce management strategies provide an effective approach for modernizing energy grid service operations to help achieve these objectives. WFM targets grid services in four key areas: placing orders; work scheduling and operations; executing orders; and order management. Wintersteller, Walter; Fleischle, Frank; Hilkenbach, Markus; Bach, Olaf Wed, 01 Jul 2009 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/45999642?gko=5ba8b 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/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/44186281?gko=8e49b The energy debate--over issues from climate change to energy sustainability to new generation to smart grid--will change how people think of energy and of the role of the utility as a provider. Regulators and consumers are spurring demands for new investments; significant choices must be made, many of which ultimately will erode shareholder value. While instinct is leading some industry participants down the same worn-out path to temporary cutbacks, a new crop of "architect CEOs" are recognizing the need to realign their companies' capabilities and performance models with this emerging market, to both meet these new demands and take advantage of emerging market opportunities. Hendrickson, James Mon, 16 Feb 2009 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/44186281?gko=8e49b http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/44149404?gko=3cd60 Many utilities are scrambling to find ways to preserve cash. The dual blows of demand slowdown and the credit crunch make having cash on hand an essential component of doing business. Utility supply chain management (SCM) executives need to actively seek out ways to preserve cash in SCM-related activities. The good news is that there are a number of cash-preservation ideas that utility SCM executives can implement. By engaging the chief financial officer and the executive team for support and cross-functional resources, as well as applying active review of current and planned expenditures and programs, utility companies can find and free cash in various areas of the supply chain. McKenna, Matthew; Hendrickson, James Fri, 13 Feb 2009 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/44149404?gko=3cd60 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/44026825?gko=f42fd The financial crisis and its impact on global economies have reduced the world's hydrocarbon demand and in turn driven a significant reduction in oil and gas prices. Unfortunately for upstream producers, input costs have not fallen as quickly, especially for long-term, complex capital projects. As a result, oil and gas executives are pursuing cost reductions and reassessing capital programs. Because today's upstream companies are so dependent on third-party material and service providers, with as much as 80 percent of total operating costs driven by third-party spend, any attempt to improve cash flow or contain costs must start with effective management of a company's supply chain. McKenna, Matthew; Steinhubl, Andrew; Cassidy, Dennis; Uffhausen, Mark Mon, 02 Feb 2009 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/44026825?gko=f42fd http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49687181?gko=9bd5e Der Druck auf die Energieversorger, ihre Netze noch effizienter zu betreiben, wächst. Sie befinden sich aktuell zwischen Anreizregulierung und neuen Geschäftsmodellen. Um einen modernen Netzwerkbetrieb zu ermöglichen, gilt es, mit einem integrierten Workforce-Management die systemtechnischen, infrastrukturellen und organisatorischen Bedingungen zu schaffen.Energy providers are under considerable strain to manage their networks efficiently. Currently, they find themselves stuck between incentive-based regulation and new business models. To achieve modern network operations, an integrated workforce management is key, building the framework needed in regards to systems, infrastructure and organization. Bach, Olaf; Fleischle, Frank; Hilkenbach, Markus Thu, 01 Jan 2009 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49687181?gko=9bd5e http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/44472843?gko=ebebb This compendium of articles on the energy and utilities industry, published by Booz & Company between 2006 and 2008, reflects the changes that have occurred in the industry during that time: increased capital intensity, tighter credit markets, higher performance standards, substantial pressure around climate change. The book is divided into three sections -- Strategy & Finance, Generation, and Transmission & Distribution -- for easy reference and concludes with a chapter on building the utility of the future that addresses the industry's likely challenges in the coming years. Various Authors Wed, 17 Dec 2008 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/44472843?gko=ebebb 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/42794331?gko=69948 Water, transportation, energy, and telecom infrastructure are essential to the growth and survival of a nation. But governments operating on razor-thin budgets, especially in countries experiencing rapid population growth and urbanization, may not be equipped to make the necessary investments. In response, many government organizations are tapping the private sector for capital, technology, and expertise to finance, develop, and manage public-sector infrastructure projects. Policymakers are also finding that, when coupled with the right sets of policies and institutional environments, these public-private partnerships (PPPs) can also become catalysts for economic growth. Abouchakra, Rabih; Hammami, Mona; Najjar, Mazen Ramsay; Shediac, Richard Mon, 20 Oct 2008 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/42794331?gko=69948 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/42752881?gko=b874d In this time of change in the utilities industry, a few things are abundantly clear. First, the scope of change ahead is revolutionary. Second, the opportunities are potentially lucrative, despite the unknowns, which significantly increase risks. Finally, and most important, past industry norms will not suffice to get utilities to where they want to go. The evolution of distribution assets and customer empowerment programs will be among the most critical elements underlying differentiated utility strategies and long-term financial value. The utility of the future begins with this realization and then must be anchored by a tailored, top-to-bottom, customer-focused transformation. Grant, Christian; Hoffman, Mark; Robinson, Robert Thu, 16 Oct 2008 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/42752881?gko=b874d http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/42506236?gko=f4f31 The supply chain agenda at leading utilities has changed substantially in recent years. The original focus on cost savings and organizational efficiency has evolved, with increases in activity across all utility sectors, to include the challenges of cost containment, supply assurance, and risk management. At many utilities, however, the strategic role of supply chain management has not kept pace with these new challenges. For these utilities, the situation requires an overhaul of the supply chain's role and a redesign of the operating model that supports it. Fitzsimmons, Shane; McKenna, Matthew Mon, 29 Sep 2008 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/42506236?gko=f4f31 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/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/41902018?gko=0bcaa Public pressure is growing across Europe for the transformation of the traditional electric grid into an intelligent network--a smart grid. "The electric grid," as one observer recently put it, "is probably the last unintelligent large physical network on the planet." Indeed, this last frontier of underdeveloped space is now finally ready to be explored. Massive investments in transmission and distribution networks are being planned across Europe--up to €200 billion by 2020, with up to €90 billion directly related to investment in smart grid technology. Adam, Rolf; Wintersteller, Walter Mon, 09 Jun 2008 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41902018?gko=0bcaa 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/41902096?gko=3191a The upstream oil and gas industry has never been bigger or more profitable. Macro movements in the industry are introducing promising opportunities for the near future, while strategic challenges are leaving industry participants more anxious of what lies ahead. Maestro, Adrian del; McCreery, John; Melville, Jake Leslie; Uriza, Luis Tue, 01 Jan 2008 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41902096?gko=3191a 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/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/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/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/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/43000321?gko=1bd35 Energy markets do no produce the right signals for producers andconsumers, especially in relation to climate change. The real dialogue, is not between consumers and producers - Russia, USA and China are both - but between all countries as contributors to climate change. Only through dialogue can the free rider problem be solved and an agreement on burden sharing be achieved. Turnbull, Andrew Fri, 15 Jun 2007 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/43000321?gko=1bd35 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41902004?gko=28506 The highs and lows that the refining industry saw in last year's margins reminds us of Charles Dickens's classic opening to A Tale of Two Cities: "It was the best of times, it was the worst of times." But which will it prove to be? Did we see the beginning of the long-anticipated decline in refining margins as the cycle came to an end? Or was the collapse in margins in the fall of 2006 merely a short-term aberration? Caruso, Pedro; Clyde, Andrew Thu, 17 May 2007 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41902004?gko=28506 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41902014?gko=2347e European demand for gasoline is in danger of declining in favor of demand for coal. Schlaak, Thomas; Waterlander, Otto Fri, 04 May 2007 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41902014?gko=2347e 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/41901970?gko=5d0af The new hero in today's utility environment is not the visionary CEO or artful CFO, but rather the regulatory architect who can craft a thoughtful regulatory plan and successfully deliver results. Flaherty, Tom; Jirovec, Todd; Simpkins, Earl Thu, 01 Mar 2007 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901970?gko=5d0af 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/43000310?gko=477f5 The U.S. Department of Agriculture has tasked Booz & Company to investigate an aggressive biofuels policy which would result in industry production of 60 billion gallons per year (BGY) of biofuels by 2025. The goal is attainable, but will require significant technological, logistical and socioeconomic changes to the current system. Melville, Jake Leslie; Spiegel, Eric Wed, 17 Jan 2007 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/43000310?gko=477f5 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901926?gko=c7361 As activity and investment in the petroleum sector continues to put huge strain on delivery capacity, the industry has been unable to keep pace with building its human capital. Davidson, Varya; Melville, Jake Leslie Wed, 10 Jan 2007 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901926?gko=c7361 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/41901752?gko=8ef89 With the new wave of mergers washing over the utilities industry, executives need to expand their vision of post-merger objectives. Flaherty, Tom; Jirovec, Todd Thu, 06 Jul 2006 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901752?gko=8ef89 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/41902010?gko=4cc70 This white paper is intended to help electric utilities gauge where to make new investments in electricity generation and avoid the poor ROI of previous rounds of investment. Spiegel, Eric; Van den Berg, A. Joseph Mon, 01 May 2006 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41902010?gko=4cc70 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/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/41902044?gko=9951e When the Chinese National Offshore Oil Corporation's (CNOOC) bid for Unocal generated massive media attention in mid-2005, it was arguably the first time most Americans became aware of the aspirations, no less the name, of the Chinese national oil company. From the start, opposition to this deal in Washington and public concern weighed strongly against regulatory approval of such a bid. In a rather startling reversal of the pan-industry resource nationalism theme, the Asian NOC collided with a wall of US protectionist views around a "strategic asset". Maestro, Adrian del; McCreery, John; Spiegel, Eric; Tse, Edward Wed, 01 Feb 2006 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41902044?gko=9951e 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/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/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/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/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/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/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