http://www.booz.com Enterprise Strategy RSS feed from Booz & Company. Wed, 08 Feb 2012 12:24:40 -0600 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/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/50060998?gko=5b021 As the economic recovery takes a fragile hold, we see several powerful market trends significantly altering the economics of the financial services industry. In response to these trends and to remain competitive, many companies will need to reassess their business models, operations, and technology infrastructure. This will entail a rigorous but vital process, given the magnitude of the forces at play--margin pressure, regulatory changes, globalization and complexity, and fast-moving technology innovation. Mavros, Kelley; Plansky, John; Redd, Tracie; Nelson, Hector Thu, 05 Jan 2012 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/50060998?gko=5b021 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/50060996?gko=8a78e Never has the old adage that "the only certainty is uncertainty" been truer for the energy sector. Never has the old adage that "the only certainty is uncertainty" been truer for the energy sector. In the past 12 months, the strong emphasis on green energy evaporated as country after country withdrew support for renewables, while natural gas took center stage. Japan's Fukushima earthquake tainted the prospects for nuclear energy, and oil remains extremely sensitive to ongoing price volatility and supply uncertainty. All these factors will contribute to the uncertainty with which companies in the energy sector will have to cope in 2012. Click, Christopher; Clyde, Andrew; Doshi, Viren Thu, 05 Jan 2012 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/50060996?gko=8a78e 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/50029474?gko=c6e01 For most large telecom operators in developed markets, profitability growth has stalled, and in most cases turned negative. In order to reverse this trend, operators must pursue a balanced, holistic program for restoring profitability that is designed to make gains on both the revenue and the cost sides of the equation. Booz & Company's cash flow improvement framework, out¬lined in this Perspective, is just such a program. Reitenspiess, Martin; Rischard, Christopher; Trimmel, Dieter; Troesch, Florian Mon, 12 Dec 2011 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/50029474?gko=c6e01 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/50036113?gko=e8fc7 The global aerospace and defense industry is undergoing dramatic change. In defense, the deepening downturn has many companies evaluating moves into adjacent markets, while in the growing commercial aerospace market, suppliers are strengthening their position with airframe manufacturers. We would like to offer our perspective on the current climate in the aerospace and defense markets. As you reflect on this past year, and the challenges that lie ahead in 2012, we hope this letter will provide additional insight in helping to shape your strategic agenda.
 Anderson, Jono; Starr, Randy Wed, 07 Dec 2011 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/50036113?gko=e8fc7 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/50014021?gko=e8e54 For U.S. automakers and suppliers, the past year can best be described as 12 months of mixed results, leaving unanswered questions about the future direction of the industry and what is required for manufacturers and suppliers to thrive. We would like to offer our thoughts on the current business environment for automobile manufacturers and suppliers, what the future might hold, and the capabilities that can position your enterprise for sustained success. Beck, Michael; Collie, Brian; Corwin, Scott; Hirsh, Evan; Miecznikowski, Jan Wed, 07 Dec 2011 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/50014021?gko=e8e54 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/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/50014028?gko=05ebf Although merger and acquisition activity has not yet returned to the peak levels of the mid-2000s, the restructuring of assets is still one of the industry's most notable trends and expansion in emerging markets remains a major driving force. We would like to offer our thoughts on the current business environment for consumer packaged goods companies, what 2012 holds, and the capabilities that this industry needs for success right now. Egol, Matthew; Neely, J; Rawlinson, Richard Wed, 07 Dec 2011 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/50014028?gko=05ebf http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/50014033?gko=d50d0 If being an investor in the current economic climate is challenging, so is operating a wealth management firm. As grim as this picture is, wealth management firms should resist the temptation to batten down the hatches and wait for the storm to blow over. Each year, we pause to reflect on the critical issues the wealth management industry will face in the coming 12 months and how firms can position themselves to benefit. Rolander, John; Venkateswaran, Srini; Vincent, Gauthier Wed, 07 Dec 2011 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/50014033?gko=d50d0 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/50014031?gko=1ebe0 Since the financial crisis, many in the retail banking industry have assumed or just hoped that revenue challenges would be a cyclical phenomenon. But is not the case; a structural, secular shift is under way; the industry is transitioning from a high-margin business to a lower-margin one. This time each year, we reflect on the critical issues the financial services industry will face in the coming 12 months and how retail financial service organizations can position themselves to drive value. Hyde, Paul; Jain, Ashish; Yulinsky, Corey Wed, 07 Dec 2011 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/50014031?gko=1ebe0 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/50014049?gko=f1ce0 This year's healthcare industry news wasn't entirely bad, although it offered little resolution to a long list of ongoing challenges and dilemmas, specifically, there's more questions than answers about the future of the U.S. health system. The uncertainty won't go away soon -- or all at once. As we have done for more than a decade, we would like to take this opportunity to reflect on the year just ending and share our thoughts about the year ahead. We predict that the coming year will reward leaders who can navigate uncertainty -- not only by taking reasonable risks, but also by building strategic foundations that are adaptable to a future that is still evolving. Ahlquist, Gary; Irwin, Gil; Javanmardian, Minoo; Topdjian, Jack Wed, 07 Dec 2011 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/50014049?gko=f1ce0 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/50014050?gko=fab49 Pharmaceutical companies confront patent challenges at a time when growth in the overall industry is slowing and demand is shifting to generic segments and emerging markets. We expect these trends to continue in 2012. In keeping with our tradition, we pause to reflect on the critical issues the pharmaceutical industry will face in 2012 and how life sciences companies can position themselves to benefit. Behner, Peter; Edmunds, Rick; Ehrhardt, Marcus; Rotz, Greg Wed, 07 Dec 2011 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/50014050?gko=fab49 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/50014051?gko=626dd The future for industrial companies is a somewhat confusing blend of results; though industrial revenues (unadjusted for inflation) in the first nine months of 2011 topped levels last seen in the peak year of 2008, consumers and companies are still hesitant to spend their money. We would like to offer our thoughts on the current business environment for industrial companies, what the future holds, and the best course forward. Jaruzelski, Barry; Kaushal, Arvind; Holland, Dan; Mueller, Marian Wed, 07 Dec 2011 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/50014051?gko=626dd http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/50014063?gko=94a55 In 2011, fears of a double-dip recession caused consumer confidence to sink again. Our annual consumer survey found that spending was most constrained among low-income shoppers, who continued to feel recessionary pressures. As one might expect, shoppers at the higher end felt less squeezed. We would like to offer our thoughts on the current retail environment, what 2012 holds, and the capabilities that will drive your company's future success. Caglar, Deniz; Hodson, Nick; Martin, Karla; Tau, Marcelo Wed, 07 Dec 2011 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/50014063?gko=94a55 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/50014128?gko=4ed3a The technology industry has long been characterized by change, but 2011 stands out as a year of shocks and surprises -- and we expect more in 2012. Former industry leaders have been stumbling in the face of missed trends, while others have made enormous gains in creating new value. We offer you this look back at 2011, a glimpse into what we believe will be the major trends in the technology industry in 2012 and beyond, and an overview of the capabilities needed to succeed as those trends gather speed in the years ahead. Imai, Toshiya; Koster, Alex; Kurtzman, Kenny; Le Merle, Matthew; Peladeau, Pierre Wed, 07 Dec 2011 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/50014128?gko=4ed3a http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/50014132?gko=8ec82 In 2011, the telecom industry has finally managed to come to terms with two major global shocks: the global economic downturn that continues to adversely affect the performance of operators in markets around the world, and the disruption caused by digitization. This is the time to look back at how the global telecommunications industry fared in 2011, the major trends that will affect it in 2012, and the strategies and capabilities operators will need in order to benefit from these trends. El-Darwiche, Bahjat; Friedrich, Roman; Peterson, Michael; Sabbagh, Karim Wed, 07 Dec 2011 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/50014132?gko=8ec82 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49999531?gko=643f2 Switzerland's new withholding tax agreements with Germany and the UK will further accelerate its transition to "white money" (taxed money) private banking. This Leading Research analyzes the short- and long-term implications of these agreements on the Swiss private banking industry, and recommends actions that Swiss private banks can take in response. Ammann, Carlos; Diemers, Daniel; Kramer, Stefan; Lenzhofer, Andreas Wed, 30 Nov 2011 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49999531?gko=643f2 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49988119?gko=fbc92 The entire U.S. healthcare industry faces major disruption in the post-reform era. In response, health plans will have to focus hard on targeted customer segments and develop new strategic approaches based on world-class capabilities. Eventually, we see payors adopting one of three strategic approaches, taking into account their capabili¬ties, the scale of their operations, and the diversity of segments they serve. Holobinko, Nate; Javanmardian, Minoo; Kaura, Ashish; Subramanian, Sundar Tue, 22 Nov 2011 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49988119?gko=fbc92 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49950019?gko=47122 Though most companies with international aspirations have invested significant time and resources in devising their global expansion strategies, they have not devoted commensurate attention to developing an internal management model that would enable them to thrive as a global enterprise in what is now a multipolar environment. Global success in this multipolar world hinges on three management enablers: a rebalanced organizational structure and footprint; dispersed decision rights and tighter controls; and a fresh approach to leadership and talent management. Divakaran, Ashok; Fleichman, Ariel; Pigorini, Paolo; Suarez, David Mon, 14 Nov 2011 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49950019?gko=47122 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49794336?gko=bbfee Financial services (FS) firms are in the middle of a challenging period. Real and lasting holistic change is essential--and it can be achieved by following a pathway called "Lean-led business transformation." This approach can reduce costs while also helping better meet customer demands, increase transparency for risk management, and create capacity for growth. Mavros, Kelley; Regelman, Roman; Kip, Pinar; Prevost, Janelle Mon, 26 Sep 2011 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49794336?gko=bbfee http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49800934?gko=cd3e6 This global research study provides a detailed, data-driven analysis of the winners and losers in the telecommunications, media, and technology industries over the past five years. It examines the primary sources of revenue in each of the industry's five sectors -- network operations, hardware, IT services and software, content, and intermediation -- and considers how players in each sector are attempting to move into adjacent sectors in search of growth. Benzin, Timo; Friedrich, Roman; Peladeau, Pierre; Sarrat, Frédéric Mon, 26 Sep 2011 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49800934?gko=cd3e6 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49779196?gko=17761 The steady decrease in U.S. Department of Defense (DoD) investment spending will continue for the foreseeable future. To better compete in this new environment, traditional companies should look beyond simple cost-cutting measures to a more comprehensive "next-generation affordability" approach that transforms cost structures and refocuses capabilities on the new market requirements. Adams, Jim; Beckey, Steve; Martin, Joseph; Brukardt, Ryan Mon, 19 Sep 2011 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49779196?gko=17761 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/49655543?gko=a4b96 Traditional defense manufacturers are facing a period of change that, if poorly navigated, could severely cripple their competitiveness and even threaten their very existence. Success in today's defense market will require (1) under¬standing and investing in new capabilities; (2) attacking structural costs; and (3) advancing systemic processes. Dustman, Eric; Hughes, Thornton; Martin, Joseph; VanHorn, David Fri, 05 Aug 2011 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49655543?gko=a4b96 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49655545?gko=e5169 Rising costs are forcing the entire U.S. healthcare industry to find ways to unlock and enhance medical value by delivering higher-quality, more affordable care to empowered and engaged consumers. This Perspective outlines three models--population care, healthcare products, and focused transformation--that address the issue of reclaiming lost medical value in a comprehensive and sustainable way. Ahlquist, Gary; Saxena, Sanjay; Spencer, Brett; Gopalka, Abhishek Fri, 05 Aug 2011 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49655545?gko=e5169 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/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/49579461?gko=cbf32 Booz & Company sees significant opportunities for U.S. asset managers seeking to enter the liability-driven investing (LDI) space, which is growing steadily. There are a number of ways to play in this market. Asset managers will need to reconfigure existing functions and build new capabilities specifically to meet the needs of LDI mandates. Shah, Deneb; Redd, Tracie; Venkateswaran, Srini; Baek, Edgar Mon, 27 Jun 2011 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49579461?gko=cbf32 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49521070?gko=22be0 Every telecom company has the potential to capture significant value in the evolving cloud ecosystem. Given their assets, telecom operators have several ways they can play. Succeeding in the cloud, however, will require not just a feasible strategy but the ability to develop strong business plans suited to different customers, and a willingness to partner with other cloud players to fill out the offerings that make up those plans. Acker, Olaf; Aichberger, Thomas; Blockus, Adrian; Schröder, Germar Wed, 25 May 2011 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49521070?gko=22be0 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49499287?gko=d0ec4 As cloud adoption grows, the traditional technology ecosystem is facing disruption -- but few players in the ecosystem are fully prepared. Most software and hardware players will need to change how they deliver their products and services and who they partner with, and many will need to refocus their strategies entirely. Minasian, Philip; Reich, Jeremy; Seelbach, Fabian; Standridge, David Thu, 19 May 2011 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49499287?gko=d0ec4 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49493286?gko=b1dc5 Booz & Company's annual study of turnover among chief executives -- now increasingly diverse, as the world's largest companies migrate to emerging economies -- suggests that the nature of the job varies with the role of the corporate core. Favaro, Ken; Karlsson, Per-Ola; Neilson, Gary Tue, 17 May 2011 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49493286?gko=b1dc5 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49476235?gko=1972f A declining defense budget in the United States and a shift in acquisition philosophy by the Pentagon have fundamentally altered the competitive landscape for the defense industry. Defense companies can assert their "right to win" in the evolving defense market using one of a variety of strategic models--well established, relatively new, or as yet undiscovered--but this requires focusing their resources on a chosen "way to play". Anderson, Jono; Bollinger, Marty; Starr, Randy; Straus, Andrew Thu, 12 May 2011 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49476235?gko=1972f http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49471999?gko=99f80 Although the full extent of the impact of healthcare reform remains to be seen, hospital systems can do no harm by responding boldly. Much of the scaffolding for change is already being built, but hospital systems will not be able to avoid more substantial, transformative change to both financing and care if they hope to thrive in a post-reform environment. Ultimately, that will entail a wholesale redesign of care delivery. Ahlquist, Gary; Bailey, Curt; Saxena, Sanjay; Spencer, Brett Tue, 10 May 2011 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49471999?gko=99f80 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49463209?gko=769bb This Perspective explores how traditional bricks-and-mortar retailers need to adjust to succeed in the e-commerce space, in particular by letting go of old conventions. Dutzler, Harald; de Vuijst, Coen; Huissman, Robbert Mon, 09 May 2011 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49463209?gko=769bb http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49427100?gko=6138d Changes in consumer behavior, driven by new technologies, are profoundly reshaping the TV and video ecosystem. Most of the future growth in viewership will take place on new screens like PCs, tablets, and smartphones, and through new, nonlinear video formats, while social media will rise in importance. As a result, companies in a wide variety of industries are seeking new ways to gain access to and control over expanding value pools in this rapidly evolving, overlapping, and more competitive ecosystem. Gmelin, Hannes; Künstner, Thomas; Springs, Gregory Wed, 20 Apr 2011 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49427100?gko=6138d http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49422465?gko=777d0 In early 2011 Booz & Company surveyed more than 200 executives in the U.S. automotive industry, including original equipment manufacturers (OEM) and suppliers. This Leading Research presents the findings. Collie, Brian; Corwin, Scott; Mulcahy, Patrick Tue, 19 Apr 2011 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49422465?gko=777d0 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49353862?gko=71016 Payments are a major contributor to success for most banks, making up 65% of total revenue. Successful payments portfolio management requires relevant capabilities in analytics and insight generation, innovation, multichannel management, and performance management. Flamme, Mark; Sepulveda-Navarro, Javier; Venkateswaran, Srini; Lyman, Suzanne Tue, 05 Apr 2011 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49353862?gko=71016 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49353861?gko=ef7e0 For traditional telecom companies, maintaining customer loyalty and delivering growth in the face of fierce price competition and new market entrants requires a new way of operating. To achieve this, they must go through an e-business transformation. Gröne, Florian; Severino, Carlos; Tortosa, José Antonio; Rischard, Christopher Mon, 04 Apr 2011 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49353861?gko=ef7e0 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49284679?gko=c01dd The recent financial crisis has caused consumers to lose trust in their banking institutions. Only by embracing the coming digitization of the financial services sector can banks win back their customers and begin growing again. Bussmann, Johannes; Plenge, Stefan Fri, 18 Mar 2011 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49284679?gko=c01dd http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49691205?gko=492c7 To assist health plans as they consider and pursue ACOs, Booz & Company conducted extensive primary and secondary research, proprietary economic modeling, and in-depth interviews with academic experts, external vendors, and senior executives of payors and providers. This Perspective reports Booz & Company's findings on the emerging ACO landscape. Ahlquist, Gary; Saxena, Sanjay; Spencer, Brett Tue, 15 Mar 2011 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49691205?gko=492c7 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/49165644?gko=d7dcf The purchasing process for mobile phones and U.S. wireless services is commoditizing. Consumer electronics retailers, national discounters, and online-only players present an opportunity and a threat to carriers. Carriers can still shape much of the future wireless ecosystem, but time is running out and swift action is needed to defend against competitors' attacks on the carriers' dominance. Appling, George; Hagen, Henning; Hodson, Nick Mon, 07 Mar 2011 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49165644?gko=d7dcf http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49165639?gko=a127d Healthcare plans must recognize that they are at a historic crossroads and start to prepare for a radically different future in which no incumbent has a guaranteed right to win.Overall, the marching order for big incumbents will be to develop a coherent strategy that will make them nimbler and more relevant. The time to kick-start this strategy is now. Bailey, Curt; Irwin, Gil; Subramanian, Sundar Mon, 07 Mar 2011 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49165639?gko=a127d http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49085975?gko=7ece7 The formation of health insurance exchanges in 2014 is fundamental to the U.S. Patient Protection and Affordable Care Act. Booz & Company has developed new fact-based perspectives on the forces shaping exchanges, and their impact on health plans. Health plans must actively engage now with state regulators to create an exchange marketplace that is sustainable over time, while developing a strategy for their participation in exchanges. Ahlquist, Gary; Andriolo-Bull, Patricia; Kaura, Ashish; Pottharst, Robert Mon, 14 Feb 2011 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49085975?gko=7ece7 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49034032?gko=ffcb4 Booz & Company research suggests that traditional employer-based insurance will remain a significant market that will erode more slowly and less steeply than commonly thought. Ultimately, employer-sponsored plans will serve as the foundation for insurers' future growth no matter how healthcare reform shakes out. Ahlquist, Gary; Saxena, Sanjay; Borromeo, Paolo Tue, 25 Jan 2011 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49034032?gko=ffcb4 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49023689?gko=06c2b Corporate banks will be positioning treasury services as a growth engine over the next few years, and are undertaking large-scale programs to transform their online treasury platforms. They are focused on providing a seamless client experience, unified administration, and integrated reporting. This Leading Research highlights changing client demands, the capabilities that banks will need to respond, and practical considerations for bank success. Dixon, Brodie; Nair, Ramesh Mon, 24 Jan 2011 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49023689?gko=06c2b http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49023768?gko=37cc7 It is time for the retail banking industry to come to terms with Web 2.0 and take advantage of the many opportunities it offers. Success in the new Web 2.0 world will require a clearly defined strategy that includes involving the bank's customers in its marketing efforts, creating a carefully blended product portfolio with new segment-specific offerings, and investing in the Web 2.0 technologies needed to pull the entire effort together. Bussmann, Johannes; Hyde, Paul; Sandrock, Jörg Mon, 24 Jan 2011 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49023768?gko=37cc7 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/48960269?gko=84995 For 30 years, conjoint analysis has been one of the most widely used tools in market research but it turns out that it is also extremely well suited to doing customer segmentation work. Conjoint is emerging as a strategic tool, providing actionable intelligence they can use to inform organic growth strategies. This Perspective offers three examples of this more strategic application of conjoint methodology. Meer, David Mon, 20 Dec 2010 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/48960269?gko=84995 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/48960316?gko=13d43 As the North American commercial and general aviation sector recovers and the defense sector turns down, decision makers in both sectors should carefully assess their positions and devise strategies that exploit what they do best. Defense companies will have to decide the extent to which they will serve two different market segments--one for exquisite solutions and the other for more affordable solutions. In commercial aerospace, OEMs must manage the growing demand for more fuel efficient, eco-friendly aircraft and increased competition, and suppliers will be challenged by muted demand for maintenance, repair, and overhaul (MRO) services. Anderson, Jono; Starr, Randy Wed, 15 Dec 2010 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/48960316?gko=13d43 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/48960328?gko=b73ea After an unprecedented downturn, the North American automotive industry is beginning to recover. But there are still significant obstacles to achieving sustainable profitability over the long term. To navigate them, OEMs must be disciplined about cost, price, and ROE, while building great-looking vehicles that offer innovative technology, good fuel economy, and high QRD. Suppliers will also need to ruthlessly manage cost, while ensuring they get paid for the added value they produce and accept only business that offers a high probability of profitability. Beck, Michael; Corwin, Scott; Hirsh, Evan; Loehr, John; Mueller, Marian; Rangin, Kasturi Wed, 15 Dec 2010 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/48960328?gko=b73ea http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/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/48960313?gko=8161e As 2010 draws to a close, there is cautious optimism about the outlook for companies that cater to consumers. But in the coming year, consumer companies will be challenged to generate real revenue. Those that best address four trends will meet the challenge: the new consumer frugality; the needs and desires of an aging and health-conscious population; the increasing fragmentation of media and growing number of digital consumers; and opportunities in the big emerging consumer markets of China, India, and Russia. Baquero, Jose Gregorio; Moeller, Leslie; Hartley, Elisabeth Wed, 15 Dec 2010 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/48960313?gko=8161e http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/48960324?gko=c5ec1 Given the many deeply troubled national economies and new legislation and regulations in capital requirements, liquidity management, consumer protection, and trading, it is now clear that there will not be a return to the pre-crisis standard for business-as-usual in the financial services sector. As a result, executive teams should be reconsidering their strategic agendas, including a risk and capital agenda, which is mainly about surviving in a new regulatory environment, and growth, capabilities, and operating model agendas, which are about thriving in a new environment characterized by low returns, increased competition and, in some markets, pressure to consolidate. Hyde, Paul; Regelman, Roman; Rolander, John; Vincent, Gauthier Wed, 15 Dec 2010 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/48960324?gko=c5ec1 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/48960320?gko=ccfd8 There will be many battles over healthcare reform and lots of political brinksmanship in the months ahead, but it is likely that the major components of the Patient Protection and Affordable Care Act legislation will survive. Payors face radical changes in their product designs, underwriting approaches, and wholesale/retail mix of business--plus the prospect of a new competitive landscape. Providers are also facing change, but it is generally consistent with that sector's current trajectory of consolidation and integration. Ahlquist, Gary; Irwin, Gil; Saha Choudhury, Joyjit; Saxena, Sanjay Wed, 15 Dec 2010 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/48960320?gko=ccfd8 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/48960315?gko=b9918 The recession is in the rearview mirror for U.S. industrial companies. But with this still-fledgling revival comes difficult decisions for executive teams that involve the makeup of supply chains, manufacturing footprints, currency strategies, R&D spending, and labor costs. These issues are never far from the forefront for industrial companies, but being right about them now is more essential than ever before. Jaruzelski, Barry; Mueller, Marian Wed, 15 Dec 2010 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/48960315?gko=b9918 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/48960321?gko=c6c40 In 2011, the high-tech industry will see the continued development of a number of trends that have been under way for some time, including the consumerization of enterprise IT, the growth of social networking and mobile commerce, and the rise of cloud computing. Yet there are new trends on the horizon as well--in particular, the rapid adoption of new forms of e-commerce and emerging challenges with global technology supply chains. Harter, Gregor; Imai, Toshiya; Jaruzelski, Barry; Kurtzman, Kenny Wed, 15 Dec 2010 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/48960321?gko=c6c40 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/48960322?gko=71a42 In a challenging competitive environment, telecom operators will need to fend off new players, develop new services that capitalize on their strengths, seek growth both organically and through M&A, and reshape their cost structures. Appling, George; Friedrich, Roman; Sabbagh, Karim; Sims, Joe Wed, 15 Dec 2010 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/48960322?gko=71a42 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/48814312?gko=26c9b Booz & Company hosted its first Telecom Technology Forum in May 2010. The event, held in Vienna, brought together senior technology leaders at communications companies around the globe to discuss the critical industry trends that are shaping their agendas. Various Authors Mon, 15 Nov 2010 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/48814312?gko=26c9b 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/48753143?gko=dbdb8 In their effort to keep basic ticket prices in check while maintaining margins, most airlines are starting to unbundle their products--charging incremental fees for anything beyond the basic cost of air travel. But airline executives ought to consider a different approach to product design--one that has the potential to differentiate their offerings from those of competitors, restore goodwill with customers, and improve margins. The time has come for smart rebundling. Ringbeck, Jürgen Tue, 19 Oct 2010 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/48753143?gko=dbdb8 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/48741498?gko=c4cdf Risk appetite is considerably more than a sophisticated key performance indicator (KPI) system for risk management. It's the core instrument for better aligning overall corporate strategy, capital allocation, and risk. Regulators, rating agencies, and professional investors are aggressively pushing banks to advance their risk management practices. A comprehensive risk appetite framework is the cornerstone of a new risk management architecture. In Chinese. Hyde, Paul; Wackerbeck, Philipp Thu, 14 Oct 2010 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/48741498?gko=c4cdf http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/48725331?gko=ca694 Most companies seeking growth in the developing world are focusing on newly minted middle-class consumers, those who make between $15-$75 per day. By doing so, they may be missing the segment that includes the world's poorest of the poor -- those at the extreme bottom of the income pyramid who make only $2.50 t0 $7.50 a day. Bhattacharya, Sudipta; Panneer, Ganesh; Sehgal, Vikas; Tse, Edward Fri, 08 Oct 2010 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/48725331?gko=ca694 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/48722000?gko=e351d Digital paid content can become commercially viable. Publishers must not only differentiate their paid content from their free content; they must also provide customers with a better user experience, offer premium and complementary services on top of their content, and build the right pricing models and packages around their content. Blum, Sebastian; Kirvelä, Santeri; Pulkkinen, Mikko; Vogelsang, Gregor Tue, 05 Oct 2010 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/48722000?gko=e351d http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/48704468?gko=0266a Financial reform will fundamentally reshape the OTC derivatives market, creating opportunities for new and existing players. In the new, centrally cleared market, scale and automation will be key differentiators. Participants must quickly define their strategies, and invest in differentiated capabilities to capture a sustainable leadership position. Lyman, Charles; Plansky, John; Regelman, Roman; Vaed, Kunal Thu, 30 Sep 2010 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/48704468?gko=0266a http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/48699816?gko=8caf6 Three major trends--demand for ubiquitous connectivity, the rise of modular technologies, and increasing competition from outside the industry--are transforming the game for all players in the telecom space. In response, operators must move away from the rigid vertical structures that were suited to monopolistic markets, and into business models that cut across traditional operators' boundaries and are adapted to the shared opportunities of hypercompetitive markets. El-Darwiche, Bahjat; Friedrich, Roman; Peladeau, Pierre; Sabbagh, Karim Wed, 29 Sep 2010 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/48699816?gko=8caf6 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/48643893?gko=fb3af After years of delay, convergence in the telecommunications industry is finally becom­ing a reality. Consumer expectations regarding the many benefits of convergence are high, and telecom operators must be prepared to offer the products, services, underlying technol­ogies, and infrastructure required to meet those expectations Cockburn, Stuart; Gmelin, Hannes; Peterson, Michael Fri, 24 Sep 2010 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/48643893?gko=fb3af http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/48637418?gko=b9a3f The best-managed automotive companies will aggres­sively pursue growth and innovation opportunities in the developed world, even as they make significant investments to establish their brands in carefully selected emerging markets. Lau, Eric; Sehgal, Vikas; Klegon, Frank; Averbukh, Dan Thu, 23 Sep 2010 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/48637418?gko=b9a3f http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/48550288?gko=4cbee U.S. automakers must more creatively than ever before address customer preferences, vehicle innovation, digital autos , and product lifecycle and revenue optimization. Corwin, Scott; Divakaran, Ashok; Rangin, Kasturi; Beck, Michael Thu, 02 Sep 2010 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/48550288?gko=4cbee http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/48550469?gko=76be5 In mature telecom markets, declining prices, near saturation and fierce competition for new products and applications have squeezed margins. A lean approach to restructuring the business can bring a quick payback by eliminating waste and create a robust platform for maintaining future margins. Acker, Olaf; Friedrich, Roman; Gröne, Florian; Späne, Andreas Thu, 02 Sep 2010 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/48550469?gko=76be5 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/48482035?gko=af5d8 Growth is back on the corporate agenda. Booz & Company's Growth Lens methodology provides a set of five lenses--share of wallet, regulatory, technology/applications, capability, and business model--that companies can use to generate long lists of new growth opportunities. Lavery, Greg; Manning, Chris Fri, 13 Aug 2010 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/48482035?gko=af5d8 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/48482037?gko=bbd17 It is time to fundamentally rethink how business transformations should be carried out. The idea is to structure the change as stand-alone, self-sufficient elements, each of which can be executed wholly within a short change cycle to deliver tangible benefits by itself. Chakraborty, Saibal; Mourtada, Rami; Trépant, Hugo Sun, 08 Aug 2010 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/48482037?gko=bbd17 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/48216259?gko=3c3cb This Conference Insights paper provides an overview of the various topics covered at the first Leadership Summit in the Middle East, hosted by Booz & Company and INSEAD. Various Authors Thu, 15 Jul 2010 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/48216259?gko=3c3cb http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/48209372?gko=86ccc Emerging markets are more than just a rising force: They're now the main game in economic growth. But a detailed understanding of the differences among emerging markets is essential, and rethinking product development and go-to-market strategies is key to meeting the needs of new consumers. A willingness to not just alter but in many cases fundamentally transform existing operating models to adjust to a non-Western business environment is required. Lauster, Steffen M.; Mayr, Erwin; Panneer, Ganesh; Sehgal, Vikas Wed, 07 Jul 2010 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/48209372?gko=86ccc 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/48188951?gko=35a17 For a country aspiring to be a global economic power, India has abysmally low broadband penetration. However, the situation is expected to improve as technologies mature and additional spectrum is made available. Operators are currently debating two technology options--3G and WiMAX--to support mobile broadband. Long-Term Evolution (LTE) technology is a third option worth considering. Bhatia, Ashish; Rosenhäger, Niels; Sharma, Ashish; Weichsel, Peter Mon, 28 Jun 2010 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/48188951?gko=35a17 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/48188760?gko=b44f7 As the world's largest economies emerge from the downturn, a scenario may play out in which the traditional supply/demand equilibrium and pricing structures gradually disappear, profoundly altering the structure of international gas markets. These fundamental changes will compel players in the gas market--producers, importers, wholesalers, and utilities--to react in different ways. Oushoorn, Robert; Schlaak, Thomas; Waterlander, Otto Fri, 25 Jun 2010 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/48188760?gko=b44f7 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/48129927?gko=b1e24 After a difficult period during the credit collapse when retrenching was the most desirable strategy, financial services firms must focus again on growth. The key to growing again will often be to build a coherent and reinforcing system of differentiated capabilities--including people, knowledge, tools, and processes--throughout the value chain. The experiences of the private banking unit within a large global financial services firm illustrate well the systematic effort required to succeed with a capabilities-driven strategy. Vincent, Gauthier Wed, 09 Jun 2010 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/48129927?gko=b1e24 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/48130270?gko=21ed5 The Federal Communications Commission recently released "Connecting America: The National Broadband Plan." Network operators have been given a significant opportunity. They have a transparent and documented strategic plan for many of the Genachowski FCC's core strategic priorities. Those that take the opportunity to understand, react to, and help shape and implement that plan, particularly for the five areas discussed in this Perspective, will be in a much stronger position for the next decade or more. Hölbling, Klaus; Hutchens, Robert; Ward, John Wed, 09 Jun 2010 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/48130270?gko=21ed5 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/47994893?gko=6bf18 Sustainable, superior returns accrue to companies that focus on what they do best. The truth is that simple, and yet it's incredibly hard to internalize. It is the rare company indeed that focuses on "what we do better than anyone" in making every operating decision across every business unit and product line. Rarer still is the company that has aligned its differentiating internal capabilities with the right external market position. We call such companies "coherent." We're not suggesting that companies disregard market signals; all strategy is set within that vital context. We are suggesting, however, that companies start from the opposite direction, figuring out what they're really good at and then developing those capabilities (three to six at most) until they're best-in-class and interlocking. From there, strategy becomes a matter of aligning that distinctive capabilities system with the right marketplace opportunities--and the market rewards them with outsize returns. We call this the "coherence premium," and we've measured it. Leinwand, Paul; Mainardi, Cesare Mon, 24 May 2010 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/47994893?gko=6bf18 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/47990659?gko=10296 The credit crisis has exposed a number of shortcomings and vulnerabilities in the financial services industry. One involves the long-neglected idea that the right side of the balance sheet matters. For a number of years, many financial services firms ignored the importance of right-side strategies, including funding and capital strategies, but in truth they are absolutely critical to the long-term success of a financial franchise. In fact, they are as important as left-side, asset growth strategies. Vincent, Gauthier Thu, 20 May 2010 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/47990659?gko=10296 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/47987711?gko=3fa5a In times of scarce resources and, concurrently, growing expectations towards efficiency and effectiveness of public operations, traditional structures and governments' mode of action are put to test. The potential of modern ICT to become a key lever for government modernization and structural change is widely acknowledged. Correspondingly, eGovernment is inalienably being accompanied by far-reaching expectations. Whilst almost every country meanwhile runs a variety of diverse eGovernment activities on practically all government layers, experience shows that many of these are rather uncoordinated and merely linked into an overarching modernization strategy. As an inevitable result over time, many large-scale eGovernment programs fray out into a plurality of unmastered ICT-related "construction sites" that fundamentally risk the overall success of the program as such. This viewpoint provides key insights into a successful design and management of public IT-programs. Practical experiences thereby disclose a number of particular activities serving as switch stands for an IT-program's effectiveness. Bernnat, Rainer; Zink, Wolfgang; Thomé, Frank Wed, 19 May 2010 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/47987711?gko=3fa5a http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/47987574?gko=1a519 The carbon-constrained world is upon us and it is creating structural changes in the global economy. As a result, busi­nesses must respond and adapt to the new low-carbon reality if they wish to remain competitive and prosper in the coming years and decades. Although the exact path to the low-carbon future remains unclear, companies can embrace five imperatives to guide them forward. These are: understanding the effects of carbon constraints and climate change; managing and mitigating the associated risks; minimizing their carbon footprint; protecting and maximizing margins; and realizing growth opportunities. Fowler, Rob; Lavery, Greg; Pennell, Nick Wed, 19 May 2010 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/47987574?gko=1a519 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/47987745?gko=cff12 The wealth management industry is undergoing a number of changes, from new client behaviors and shifts in sources of profitability to new sales formats and emerging business models. Wealth management firms can take advantage of these changes. To capture continued growth prospects, they will need to: focus on client experience; revisit market segmentation and refine their customer value proposition by segment; and upgrade or build new capabilities (e.g., product solutions, advice, client knowledge management) to deliver customer value. Graniello, Sofia; Lyman, Charles; Rolander, John; Vincent, Gauthier Wed, 19 May 2010 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/47987745?gko=cff12 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/49177763?gko=aa7c5 Booz & Company analysis of 10 consecutive years' worth of detailed data on CEO turnover shows that the tenure of a CEO is becoming shorter and more intense, the margin for error or underperformance is narrow, and increasingly, CEOs no longer hold the chairman's seat in the boardroom. Favaro, Ken; Karlsson, Per-Ola; Neilson, Gary Wed, 12 May 2010 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49177763?gko=aa7c5 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/47958323?gko=fb031 Electronic health (e-health) initiatives that apply information technology to the delivery of healthcare services for patients and management of clinical information are an essential weapon in the battle against the rising costs and other sys­temic problems in healthcare. A customizable investment model can help guide policymakers as they seek to define, implement, and gain acceptance of viable e-health programs. Bartlett, Chris; Boehncke, Klaus; Johnstone-Burt, Andrew; Wallace, Vanessa Fri, 07 May 2010 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/47958323?gko=fb031 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/47958191?gko=44786 India has been experiencing rapid urbanization on a very large scale. It is estimated that nearly 140 million people will move to India cities by 2020 and 700 million by 2050. Each state has urbanized in its own way, resulting in the coexistence of multiple urbanization models. Most of India cities are extremely crowded--5 of the 20 most densely populated cities globally are Indian. And the growth of Indian cities is largely organic in the sense that existing urban centers are expanding rather than new planned cities emerging from scratch. While urbanization has fueled economic growth, it has also resulted in a huge strain on existing physical infrastructure. If India is to improve the quality of urban life, it must significantly improve and enhance existing cities, and the systems that govern and administer them. Dave, Sandeep; Grover, Neha; Gupta, Praneet; Ramachandran, Ravi; Sharma, Ashish; Sinha, Jai; Sundaresan, Gowri Thu, 06 May 2010 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/47958191?gko=44786 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/47909666?gko=e47db A new evolutionary stage of e-commerce is emerging--the era of "social apponomics." In this next stage of e-commerce evolution, new business models are made possible by social media, consumer insight, and tailored applications. The main value drivers for e-commerce are shifting from the direct mon­etization of online traffic to customer life-cycle management. The key to success is understanding customer needs and creat­ing online customer experiences that translate into customer lifetime value. Anderson, Matt; Harter, Gregor; Hagen, Henning; Plenge, Stefan Tue, 27 Apr 2010 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/47909666?gko=e47db http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/47891703?gko=67476 It's time for capital markets firms to rework their operating models in a new way, with an approach that increases capacity and customer service at the same time that it reduces costs. The best way to do this is through an end-to-end operating model redesign. An end-to-end redesign has the best chance of maximizing results when it simultaneously draws on three tradi­tional operational levers: functional­ization of selected activities in centers of excellence, process and IT improve­ments, and activity relocation. Ellis, Scott; Plansky, John; Regelman, Roman; Silva, Henrique Wed, 21 Apr 2010 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/47891703?gko=67476 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/47891702?gko=10ceb Current trends across market segments point to a difficult low-growth environment for banks, which must respond by reducing branch-based costs and reinvesting in alternative low-cost channels. Previous attempts to develop a coherent multichannel model proved unsuccessful. Customers are now ready to adopt multichannel access points to transact with banks but they must be educated about alternative channel capabilities. Banks need to adopt an integrated channel architecture and specific capabilities to support the mission of each channel. Hyde, Paul; Jain, Ashish; Kanagasabai, Kumaresan; Sepulveda-Navarro, Javier Wed, 21 Apr 2010 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/47891702?gko=10ceb http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/47873498?gko=220cb In this Interview, Jon Katzenbach and Zia Khan answer questions about the ideas they describe in their new book, "Leading outside the Lines: How to Mobilize the Informal Organization, Energize Your Team, and Get Better Results". Katzenbach, Jon Wed, 14 Apr 2010 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/47873498?gko=220cb http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/47835329?gko=ed64e Mobile network operators must take into account five critical elements to boost their entry into the mobile Internet and multimedia space: customer segments; experience and propositions; devices; partnering; and monetization. Hölbling, Klaus; Peterson, Michael; Pötscher, Florian; Sova, Alexander Wed, 31 Mar 2010 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/47835329?gko=ed64e http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/47804822?gko=73398 Going to market in China is a complex undertaking, particularly given the vast size and population of the nation itself. Most fast-moving consumer goods (FMCG) companies, in an effort to enter China and expand rapidly with minimal up-front financial investment, defaulted to a wholesaler distribution strategy. Though this model served companies well initially, it has outlived its usefulness--at least in many markets across China. To capture the economic potential of China, leading FMCG companies will have to consider both more direct distribution and more exclusive third-party distribution approaches. Bessler, Joni; Xu, Adam; Baquero, Jose Gregorio Thu, 25 Mar 2010 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/47804822?gko=73398 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/47782825?gko=d516c To be successful in the telecom markets of the future, operators will have to create new business models that offer customers attractive bundles of integrated services. This trend will put stand-alone mobile operators in particular at a distinct disadvantage, unless they can devise an effective convergence strategy of their own. Ultimately, however, devising a successful convergence strategy will enable mobile operators to preserve the value of their current assets while improving their competitive position in all their markets. Friedrich, Roman; Hyde, Vanessa; Knott, David; Ward, John Mon, 22 Mar 2010 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/47782825?gko=d516c http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/47760391?gko=95460 Private banks have spent the last 18 months dealing with one of the most difficult periods in modern financial history. A "perfect storm" of asset-price declines and the near or actual collapse of some of the best-known wealth management firms has altered the behavior of clients, prompting them to move into less risky financial instruments that are much less profitable for the banks. All of this has pushed revenue levels 25 to 30 percent below where they were before the crisis. As an added challenge, governments are cracking down on their wealthy citizens' untaxed offshore accounts, forcing many private banks to find new value propositions. This Leading Research--based on in-depth interviews with more than 140 bankers, advisors, and regulators in 15 markets around the world--provides a snapshot of the private banking industry's evolving state, and highlights five new imperatives. Ammann, Carlos; Gemes, Alan; Lenzhofer, Andreas Fri, 19 Mar 2010 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/47760391?gko=95460 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/47767442?gko=f3b08 The so-called worst recession of modern times has left the human side of many organizations poorly equipped for recovery. Yet decades of experience tells us that harnessing the power of the human side of the enterprise--the "informal organization"--can be a real game changer. Leading the informal organization out of the woods needs to start right now; it cannot wait for strategic planning, or corporate restructuring, or some other formal initiative. The informal elements of your culture are at work right now--today--and they are working either for you or against you. You can har­ness them, or you can risk that they will slow you down or even impede your recovery. Kahn, Zia; Katzenbach, Jon Mon, 15 Mar 2010 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/47767442?gko=f3b08 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/47544541?gko=552ec In these challenging financial times many companies may be tempted to drop customer-centric business models that have become popular over the last decade. However, a recent Booz & Company study has found that companies that truly have a customer-centric business model have been able to reduce product development costs and increase customer retention and revenues--imperatives for all businesses, particularly when competition for scarce customer dollars is fiercer than ever. Burns, Peter; Fritzson, Therese; Smith, Fiona; Wallace, Vanessa Thu, 04 Feb 2010 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/47544541?gko=552ec http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/47544542?gko=a927a Companies are recognizing that transforming their businesses to compete in globally interconnected and instantaneous markets is not something they can avoid, postpone, or outrun. They need to institutionalize the capacity and the capabilities to change quickly, comprehensively, and continuously. Couto, Vinay; Ribeiro, Frank; Siegel, Matthew; Tipping, Andrew Thu, 04 Feb 2010 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/47544542?gko=a927a http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/47521379?gko=f8a81 CEOs operate in a new terrain today. Financial and regulatory changes have altered demands on corporate leaders. Boards hold CEOs and their teams more accountable than in the past, and fewer CEOs also hold the position of board chair. How does an incoming CEO negotiate this new environment? We've identified four game-changing practices that will substantially contribute to success for new CEOs: Engage the board as a strategic partner; do what only a CEO can do; find the right pace for change; and get the culture working with you. Favaro, Ken; Karlsson, Per-Ola; Katzenbach, Jon; Neilson, Gary Fri, 29 Jan 2010 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/47521379?gko=f8a81 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/47385111?gko=a7539 The media business is facing challenges, both cyclical and struc­tural, unlike any it has faced since the dawn of television. In response, virtually every media company is looking to reduce costs while investing in new sources of future revenue, accord­ing to a recent Booz & Company study of the media industry. Most participants in the study continue to be optimistic about their company's financial position and long-term outlook, yet they concede that they must continue to look for significant cost savings if they want to generate the capital necessary to thrive in the future. Benzin, Timo; Hawkes, Harry; Künstner, Thomas; Vogelsang, Gregor Wed, 16 Dec 2009 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/47385111?gko=a7539 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/47341075?gko=10406 Currently, mobile advertising makes up just a small portion of the online advertising market. Yet its potential is high--thanks to its ability to narrowly target consumers with interactive marketing offers at any time of the day or night. If telecom operators hope to win in mobile advertising, they must take advantage of their large networks, in-depth customer data, and strong relationships with subscribers to defend their position within the mobile advertising value chain. Halaoui, Hilal; Harter, Gregor; Peladeau, Pierre; Toumi, Mohssen Fri, 04 Dec 2009 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/47341075?gko=10406 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/47187185?gko=03fa7 The global financial crisis hit Asia like a tidal wave from the U.S. and Europe, quickly silencing arguments that Asian growth had, in the argot of the day, decoupled from the performance of Western economies. But tumbling growth in the short term obscured the strengths of Asian emerging economies--particularly those of China and India, where GDP growth has started to rebound and is expected to be in the range of 7 to 8 percent by the end of 2009. Experts predict even better results in 2010. In addition, economic prospects are rebounding in other Asian nations, driven in part by the relative economic strength on the continent and signs of stabilization in the U.S. and Europe. Such economic growth offers substantial business opportunities for multinationals and local companies alike. Cainey, Andrew; Ogawa, Yurio; Sengupta, Suvojoy; Veldhoen, Steven Wed, 11 Nov 2009 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/47187185?gko=03fa7 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/47189863?gko=a2bb7 Since early 2009, the debate surrounding healthcare reform has occupied Congress and, arguably, the rest of the United States. As reform legislation comes closer to critical votes, insurers should start refining their long-term strategies to take advantage of potential opportunities and to mitigate potential risks and challenges in a post-reform world. Under any plausible scenario, the reforms will create a new set of winners and losers. Some insurers may already be better situated than others to win, given their current market position and book of business. But success will accrue to those insurers that can quickly seize the moment, mobilizing their resources and building the necessary capabilities to not only survive but succeed in post-reform healthcare. Kaura, Ashish; Knott, David; Lall, Vishal; Nallicheri, Melanie I. Wed, 11 Nov 2009 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/47189863?gko=a2bb7 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/47185565?gko=55570 As the global downturn begins to show signs of abating, forward-looking players in the telecom industry must begin to focus on the strategies that will ensure their success in a more stable and growth-oriented economic environment. This Perspective discusses the four trends that will require all stakeholders to examine their place in the industry, determine their aspirations for the future, and create the right set of strategic capabilities to get them there. Cockburn, Stuart; Hasbani, Ghassan; Trimmel, Dieter; Weichsel, Peter Tue, 10 Nov 2009 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/47185565?gko=55570 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/47185611?gko=e3c95 This "Perspective" Viewpoint describes three increasingly ambitious strategic levels of green that companies can pursue: Responsible Green strategies seek to meet the sustainability demands of key stakeholders, such as trade customers and regulators, and maintain the company's competitive position; Efficient Green strategies pursue operational efficiency and cost competitiveness through environmental initiatives; and Differentiated Green strategies adopt sustainability as the source of long-term business value and enhanced market share. Higgins, Susan; Kauffeld, Richard; Malhotra, Abhishek Tue, 10 Nov 2009 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/47185611?gko=e3c95 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/47177108?gko=93eec The global financial crisis has created a window of opportunity for China's insurance companies to grow and strengthen. By so doing, they will increase barriers to entry for newer participants. Customer segmentation and targeting will be the key to selling to the corporate sector. Chinese insurers also need to acquire the core capabilities to become skilled managers across the range of asset classes currently permitted by investment regulations. Those Chinese companies with overseas aspirations are advised to prepare themselves to move rapidly if unique overseas franchises become available. In terms of strategy, new entrants will have to set out a clear path to building a distinctive position, whether by customer segment, channel, or product. They need to identify key regions where they can start building a credible organization and distribution presence. Cainey, Andrew; Brennand, Giles; Ke, Tao Fri, 06 Nov 2009 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/47177108?gko=93eec http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/46799682?gko=be686 Risk appetite is considerably more than a sophisticated key performance indicator (KPI) system for risk management. It's the core instrument for better aligning overall corporate strategy, capital allocation, and risk. Regulators, rating agencies, and professional investors are aggressively pushing banks to advance their risk management practices. A comprehensive risk appetite framework is the cornerstone of a new risk management architecture. Hyde, Paul; Liebert, Thorsten; Wackerbeck, Philipp Wed, 30 Sep 2009 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/46799682?gko=be686 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/46687358?gko=8af11 The Internet has become China's biggest single vehicle for public discussion. For companies, this is both a blessing and a curse. Never before has it been so easy to reach mass audiences. And never before have negative views been able to wreck corporate and individual reputations so fast. As a result, executives must take the impact of the online opinions into account when formulating their strategies and actions. They must understand how views are formed and spread, and how the speed with which this can happen poses a new type of threat to corporate reputations. Such an understanding will allow them both to avoid potentially negative effect while leveraging the Internet to enhance their competitive positioning. Tse, Edward Thu, 17 Sep 2009 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/46687358?gko=8af11 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/46617294?gko=abe69 The financial crisis revealed the need for legislative and regulatory change in the oversight of financial institutions on both the international and national levels. Policymakers will need to consider four aspects of the future governance framework, encompassing the measures needed to restore stability, the specific role of regulation, the changes that must take place in the industry itself, and the potential impact on the overall structure of the global financial services sector. Gemes, Alan; Golder, Peter; Liebert, Thorsten Wed, 09 Sep 2009 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/46617294?gko=abe69 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/46590723?gko=4e1d4 In the past, aerospace and defense (A&D) companies relied on acquisitions, consolidation, and diversification to find growth when the purchasing environment was tough. Now additional opportunities are emerging for companies that approach the marketplace through an integrated product-and-services lens, creating value propositions and business models that link products together with the services required to operate and support them. Anderson, Jono; Bollinger, Marty; Ram, Raman; Starr, Randy Thu, 03 Sep 2009 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/46590723?gko=4e1d4 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/46486106?gko=144d2 The postrecession auto industry will look very different from today's, with fewer suppliers and more focused business models for those that remain. To survive, suppliers must place their bets now, backing the business units that fit well strategically and have the potential to create sustainable, advantaged market positions. No longer can suppliers afford to subsidize weaker busi­ness units with no clear right to win. This Perspective discusses the importance of making strategic bets and how suppliers can ensure that the bets they make are smart ones. Collie, Brian; Miecznikowski, Jan Fri, 07 Aug 2009 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/46486106?gko=144d2 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/46067941?gko=383df The financial crisis has discredited the leadership and management practices of financial institutions, triggering a wave of thinking and experimentation about what could and should replace them. This Perspective puts this process in the context of trends in leadership over the past 30 years, and predicts some of the new and back-to-basics actions we can anticipate. It highlights the rapid changes in board practices and articulates some clear direction for change both in the structure for governance and management, and in the characteristics that leaders will have to display. This crisis will be a powerful catalyst for change in both the theory and practice of leadership and governance. Rawlinson, Richard Tue, 07 Jul 2009 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/46067941?gko=383df http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/45997744?gko=aff1f As one of the handful of economies still exhibiting relatively strong growth, China has taken on even more strategic importance on the global stage, with implications for many companies worldwide. Even during the global slowdown, CEOs must still look for business growth, and the opportunities available in the Chinese market are providing the growth momentum that many companies need. Tse, Edward Wed, 01 Jul 2009 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/45997744?gko=aff1f http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/45998200?gko=3d1ee Originally used to describe a bandit stronghold outside government control, the term "Shan Zhai" today refers to businesses based on fake or pirated products. Many businesses with humble Shan Zhai origins are now becoming formidable market disrupters and, in many cases, market leaders. The innovative nature of Chinese culture and the huge potential in the Chinese market create vast opportunities for Shan Zhai companies. The Shan Zhai phenomenon is not about low-cost fake products anymore; it is about how one type of Chinese company achieves success without following conventional wisdom and develops competitive advantage through innovation. This Perspective advises established companies to "study the Shan Zhai as they study you". Ma, Kevin; Tse, Edward; Huang, Yu Wed, 01 Jul 2009 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/45998200?gko=3d1ee http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/45946263?gko=f21a7 This Perspective reviews China's general aviation industry from its origins in the 1950s to the regulatory and competitive changes shaping the industry today. It examines current growth constraints and opportunities, and concludes with specific recommendations for companies planning to enter this market. Wong, Timothy; MacCorkle, Jeffrey Thu, 25 Jun 2009 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/45946263?gko=f21a7 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/45946265?gko=89d91 As India's economy continues to grow at a rapid pace, the automobile industry will be a key beneficiary. This Perspective provides an analysis of growth prospects in the Indian automotive industry. The main factors behind such growth are the increasing affluence of the average consumer, overall GDP growth, the arrival of ultra-low-cost cars, and the increasing maturity of Indian OEMs. India's path to mass motorization will be very different from that of developed countries; it must first develop the new technologies, business models, and government policies that will pave the way to increased automobile penetration. Ericksen, Matthew; Sachan, Sunil; Sehgal, Vikas Thu, 25 Jun 2009 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/45946265?gko=89d91 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/45907964?gko=117a2 M&A activity in the oil and gas sector is on the upswing, and we expect sell-side pressures to result in even more activity in the months to come. We see primarily three types of deals taking place: major oil companies pursuing growth options; independents divesting assets in order to focus capital spend­ing on core assets; and companies combining for survival. This Perspective examines each deal type and presents six key questions senior energy leaders who are evaluating their M&A options should be asking. Click, Christopher; Pettit, Justin; Steinhubl, Andrew Thu, 18 Jun 2009 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/45907964?gko=117a2 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/45884272?gko=08c8a To navigate the global downturn and even prosper in the process, corporate leaders must take a step back and consider how best to implement long-lasting and effective initiatives aimed at fundamentally improving the way their companies operate. This Perspective explores the commonly observed issues and derailers surrounding companies' business models in light of two important questions they currently face: Have we built into our operation the flexibility and resilience necessary to survive this crisis? Is our business model appropriate for navigating and succeeding in this global downturn? Couto, Vinay; Fleichman, Ariel; Gondim, Carlos; Pigorini, Paolo Tue, 16 Jun 2009 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/45884272?gko=08c8a http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/45878091?gko=b6802 Because of the recession global gas demand will decline for the first time in the history of the international gas markets. This will set back the market for years but there are scenarios in which stakeholders can react and benefit. Oushoorn, Robert; Sarraf, George; Schlaak, Thomas; Waterlander, Otto Thu, 11 Jun 2009 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/45878091?gko=b6802 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/45804612?gko=20fb3 Performance management in the U.K., as elsewhere, is central to the debate about banks' problems and their future. Banks have now made radical changes in their strategies, and they will depend on performance management to translate their changed objectives into action. The performance management cycle, as described in this Perspective, does this by broadly influencing organizational behavior and performance, not just compensation. A good performance management process also includes and promotes constructive dialogue, focusing on business as well as individual performance. The banks will benefit from the improvement to behavior and culture that a well-designed performance management process will deliver. Rawlinson, Richard Tue, 19 May 2009 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/45804612?gko=20fb3 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/45748572?gko=b381b Managing talent well creates value for companies--that's the bottom line. To remain competitive, particularly in difficult times, they must not only cut costs; they must also seize future advantage by revamping their talent management strategies and developing more innovative value propositions, in line with the changing demographics of a more mobile, diverse, and global workforce. This Perspective shows how to maximize the impact on business results by applying a comprehensive approach with four components: differentiated capabilities (focusing on the talent required to build capabilities that distinguishes a company from its competitors); performance acceleration (raising the game by improving talent processes to enhance accountability and meritocratic decision-making; leadership development (using better approaches to building talent and capability from within); and a talent culture (improving organizational design and other practices to enhance organizational performance and employee engagement.). Aguirre, DeAnne; Hewlett, Sylvia Ann; Post, Laird Fri, 15 May 2009 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/45748572?gko=b381b http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/45712504?gko=74500 For the second year in a row, Booz & Company has published this co-branded report in partnership with the American Chamber of Commerce in Shanghai (AmCham Shanghai). The survey was expanded this year to include participation from a number of international chambers of commerce operating in China. The study illustrates how multinational manufacturers perceive China's evolution as a market and as an export platform. Because the survey coincided with the first months of the global economic downturn, we were able to probe and assess how the worldwide recession is affecting companies' operations in China as well as the recession's likely future impact. Various Authors Tue, 12 May 2009 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/45712504?gko=74500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/45573700?gko=f4f94 The coming months will be painful for telecommunications providers, as consumers continue to cut back on their communications and media spend. But amid the gloom, a larger picture is emerging of shifting consumption patterns that will have both immediate and long-term consequences for the industry. Operators must not only update their offerings in the short run but also adapt to a new environment in which customers are savvier in the ways they consume and pay for services. Kuznetsova, Natalia; Laurence, Charles; Peterson, Michael; Ward, John Mon, 11 May 2009 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/45573700?gko=f4f94 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/45358644?gko=c390d This Viewpoint demonstrates the tremendous market power of consumers aged 50 and above. It adapts typical marketing approaches to untap this important demand segment. The paper provides a structured approach and a wealth of examples that help determine to which extent a specific product portfolio and marketing is needed - or a standard "universal design" approach will do. (Published in German.) Dittrich, Katharina; Habbel, Rolf; Heumann, Diana; Zink, Wolfgang Tue, 21 Apr 2009 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/45358644?gko=c390d http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/45358646?gko=1499b This Viewpoint shows how executives can actively address the demographic challenge of an aging workforce within their company. It provides a holistic 6 point framework for "demographic fitness" that allows executives to turn the challenge into a competitive advantage. Beyond the "war for (young) talent", this approach gives a new facet to successful HR management that helps companies untap the full potential of their workforce. (Published in German.) Dittrich, Katharina; Habbel, Rolf; Heumann, Diana; Zink, Wolfgang Mon, 20 Apr 2009 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/45358646?gko=1499b http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/45573550?gko=62d88 Facing the worst economic crisis since the Great Depression, corporate boards in North America and Europe are holding fast to their current CEOs, finds management consulting firm Booz & Company in its 2008 annual survey of CEO turnover. The decline in succession rates in these two regions contrasts with the slight rise in chief executive departures globally. The financial services and energy sectors, most affected by the turmoil of 2008, saw outsized increases in CEO exits spurred not only by performance, but also by government interventions and volatility in commodity markets, respectively. Karlsson, Per-Ola; Neilson, Gary Wed, 11 Mar 2009 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/45573550?gko=62d88 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/44125170?gko=3d7eb As senior managers get past the strategic paralysis they suffered in the first stage of the financial crisis, they will need to respond in an appropriate and structured way. They will also need to figure out which changes to make first. In this environment, companies may need to address challenges related to costs, revenues, and their balance sheets. There is a robust, three-step approach to change that companies should take during the crisis: understanding immediate needs, setting priorities, and implementing restructuring. There are also 25 key management tools across five key focus areas that can help ensure success in companies' restructuring efforts. In each of these areas, a set of specific improvement actions can help weak companies survive and strong companies take advantage of their position. Heckmann, Peter; Konik, Fabienne; Samakh, Edouard; Weissbarth, Robert Tue, 10 Feb 2009 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/44125170?gko=3d7eb http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/43825905?gko=c25fb The force and speed of the global downturn have sent most companies reeling, and many senior managers have not yet figured out exactly how to respond. That uncertainty was apparent in a December 2008 survey by Booz & Company of more than 800 global managers. Although more than half said they expect their companies to emerge from the crisis stronger, there is a significant lack of confidence in senior leadership's strategies, and in their ability to carry out those strategies--including doubts among C-suite executives themselves. In addition, a high percentage of companies appears not to be following the strategic agendas that make most sense given their situations. Ammann, Carlos; Banerji, Shumeet; Mainardi, Cesare; McArthur, Neil Mon, 19 Jan 2009 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/43825905?gko=c25fb 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/43460624?gko=48809 With the privatization of certain government-controlled enterprises, the steady expansion of family-owned conglomerates, and the strong growth of the commercial sector, the Middle East has one of the most vibrant and dynamic economies in the world. In order to continue to thrive, Middle Eastern companies now need to quickly convert ambitious strategies into action in a highly dynamic and increasingly crowded marketplace. To be effective in this endeavor, senior management needs to create and institutionalize a formal approach to strategy execution. This approach facilitates top-down monitoring, creates cross-functional integration, enables proactive and coordinated decision making, and flags issues before they become problems. Abouchakra, Rabih; El-Darwiche, Bahjat; Hasbani, Ghassan; Sabbagh, Karim Thu, 08 Jan 2009 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/43460624?gko=48809 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/43447185?gko=2b37e The financial turmoil of 2008 has taken a heavy toll on the global economy. Although most aerospace and defense (A&D) companies are temporarily insulated by virtue of their large backlogs, they must nonetheless pay immediate attention to the momentous changes that are under way. Experienced executives know that difficult times also create opportunity, both to exploit weaknesses in competitors and to use the urgent necessity of change to migrate enterprises to more competitive positions. In this environment, there will be a premium on risk management, product affordability, and effective portfolio strategies. Bollinger, Marty; Fischer, Erich; Kronenberg, Eric; Starr, Randy Wed, 07 Jan 2009 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/43447185?gko=2b37e http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/43447207?gko=fa3b9 The global oil and gas industry has been exposed to both a sharp drop in oil price and a credit squeeze that affects the four major stakeholders: national oil companies (NOCs), international oil companies (IOCs), oil field services (OFS), and engineering, procurement, and construction (EPC) companies. The dynamics of the crisis are slightly different for each player--but all are affected in significant ways by a historic recession of global reach. Those that are repositioning their resources wisely now will be those that survive the storm and live to tell the tale. Trépant, Hugo; Kombargi, Raed; Hoteit, Leila; Nordahl, Hege Wed, 07 Jan 2009 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/43447207?gko=fa3b9 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/43410483?gko=51cb8 U.S. credit card companies were already facing some fundamental challenges before the worldwide liquidity crisis began. Now, with the U.S. economy in a recession, these companies are being forced to consider changes to their operating models. Reactions that were common in past downturns--such as cutting overhead or eliminating some suppliers--will not suffice. Instead, these companies and the banks that own them must reduce excess capacity across functions, create shared capabilities with other card issuers, and provide third-party services. Gupta, Amit; McMahon, Seamus; Urdaneta, Enairo Fri, 19 Dec 2008 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/43410483?gko=51cb8 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/43395352?gko=f4839 At a time when other industries are reeling, telecom operators have been holding up relatively well. Because telecom is an essential service, it is resilient during economic downturns. However, the credit conditions that triggered the worldwide financial crisis have persisted and are making it difficult for operators to access new funding. As a result, operators have to be more selective about investments, more rigorous in their evaluations, and more careful about how they weigh acquisitions, capital and operational expenditures, and strategic investments in new ventures. Catrina, Gabriel; Friedrich, Roman; Peladeau, Pierre; Sabbagh, Karim Thu, 18 Dec 2008 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/43395352?gko=f4839 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/43288792?gko=6800b As a business leader, you need to readjust your mind-set for a future that looks very different than it did just a few months ago. In the last decade, there have been three bubbles in rapid succession--in Internet and telecom companies, real estate, and commodity prices. During bubbles, the pressures on the strong and the weak are the same: to ride the wave of growth, regardless of whether it's based on permanent value or transient speculation. But the speculative bubbles have burst, and now, the most critical thing is to see the dynamics clearly--not as an investor, but as a decision maker with a company to steer. Given the potential for discontinuous changes in the structure of your industry, playing your hand well means changing your stance. It also means preparing your company to move aggressively to seize strategic opportunities. Banerji, Shumeet; Branstad, Paul; Jackson, Bill Thu, 11 Dec 2008 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/43288792?gko=6800b http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/43219236?gko=fd574 The market downturn has taught many utilities that constant vigilance over liquidity position and balance sheet strength is not just a response to difficult times; it is a critical strategy even when the economic outlook is strong. Unfortunately, companies are now learning this lesson the hard way, scrambling to build cash reserves while looking wistfully upon acquisition bargains unlikely to recur. During this time of upheaval and unpredictability, smart management teams will recognize that they have the opportunity to revamp their business models, rationalize operations across their businesses, and seek growth opportunities while competitors are distracted. Flaherty, Tom; Jirovec, Todd Thu, 04 Dec 2008 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/43219236?gko=fd574 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/43196435?gko=4c139 The effects of the global credit crunch are starting to reach the Middle East. Companies seeking growth capital are finding a shortage of credit, an increase in price, or both. But conglomerates in the Gulf Cooperation Council (GCC) can use the current slowdown to their advantage to build a more sustainable competitive position and to become better prepared to ride a new wave of focused growth based on strong fundamentals. El-Husseini, Ibrahim; Youssef, Ahmed Mon, 01 Dec 2008 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/43196435?gko=4c139 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/43085493?gko=13454 The economic storm will not spare telecommunications operators. But core communications-service revenue should prove resilient and operators may be able to take advantage of the turmoil by making anti-cyclical investments. In brief, the worldwide financial crisis will have the most significant impact on several areas of the telecom business. It will crimp M&A and put pressure on costs, force some vulnerable telecommunications companies out of business, curtail growth in developed as well as developing markets, and prompt consumers to be more disciplined about how they use even core communications services. But the turmoil will also create opportunities for operators that have the financial strength to maintain their long-term investments and the foresight to plot a strategy for a post-crisis world. Those who can navigate the turbulence may indeed find an upside. Catrina, Gabriel; Friedrich, Roman; Peladeau, Pierre; Sabbagh, Karim Thu, 06 Nov 2008 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/43085493?gko=13454 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/45814715?gko=833a2 Major card markets have experienced similar levels of growth and development over the past 10 years and are now experiencing some common challenges with regards to future volume and profit growth prospects. Gemes, Alan; Koss, Victor Fri, 01 Aug 2008 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/45814715?gko=833a2 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41902066?gko=8692d The common assumption that supply and demand are the primary drivers of oil prices is being undermined by new evidence that shows global market uncertainty has a more significant impact. Organizations can use this information to formulate better strategy and reduce their risk exposure in endeavors that rely on the price of oil. Chehade, Georges; Gracia, Eduard Thu, 10 Jul 2008 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41902066?gko=8692d 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/41901980?gko=8d084 In the newest installment of Booz & Company's series on trends in refining, the authors discuss where the industry is really heading and what smart players should do. Caruso, Pedro; Clyde, Andrew Fri, 20 Jun 2008 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901980?gko=8d084 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901978?gko=e53d0 A statistical technique called consumer choice modeling can help car companies understand what their customers really want and plan their strategies around hybrids accordingly. Jackson, Bill; Jullens, John; Robinson, Robert Thu, 12 Jun 2008 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901978?gko=e53d0 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901856?gko=b1310 Trends and developments in the world's three regional gas markets could launch a new era of interconnectivity. Sarraf, George; Waterlander, Otto; Schlaak, Thomas; Donohue, Timothy Thu, 05 Jun 2008 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901856?gko=b1310 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901842?gko=760bf The digital oil field, an umbrella term for technology-centric solutions that allow companies to leverage limited resources, can help the oil and gas industry address its talent shortage. Steinhubl, Andrew; Click, Christopher; Klimchuk, Glenn; Morawski, Paula Fri, 23 May 2008 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901842?gko=760bf http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901872?gko=813af This study shows the importance of context in managing strategic initiatives and provides practical guidance on how to make growth happen. Burger, Christian; Koster, Alex Tue, 25 Mar 2008 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901872?gko=813af http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901782?gko=4c3db In the flood of media attention that biofuel technologies have received, it's difficult to distinguish the facts from the fanfare. In this article, we will dispel some of the misperceptions regarding biofuels while illuminating the emerging realities, to facilitate a sensible discussion of next steps. Gupta, Praneet; Jackson, Bill; Moeller, Leslie; Spiegel, Eric Fri, 21 Mar 2008 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901782?gko=4c3db http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/45879547?gko=d7f56 Counter to conventional wisdom, a leader's time is not always best spent trying to help teams make nice and get along. It turns out that a certain amount of healthy struggle is good for organizations. A key aspect of a leader's job is to create the right battles and to make sure they are well fought. This is what we call creating "the right fight" - strategically employing tension to bring out the best in organizations - and their leaders. Right fights unleash the creative, productive potential of teams, organizations, and communities. Right fights make for better possibilities. Beyer, Damon Sat, 01 Mar 2008 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/45879547?gko=d7f56 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901806?gko=43cd1 An unexpected source of political, social, and economic stability is emerging in the Middle East: diversified, open economies, no longer dependent exclusively on oil revenues. Sabbagh, Karim; Saddi, Joe; Shediac, Richard Tue, 26 Feb 2008 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901806?gko=43cd1 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901836?gko=8e115 At a time when other business sectors, particularly many types of retailers, are using the Internet and database technology to collect information about and directly market products to individual customers according to their preferences, most big players in the travel industry are trapped in a one-size-fits-all model. Ringbeck, Jürgen; Stroh, Stefan; Koch, Volkmar Tue, 05 Feb 2008 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901836?gko=8e115 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/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/41901930?gko=5a452 After two decades of battling multinational companies (MNCs) and the U.S. and European brands that invaded their local markets, Latin American companies have acquired sufficient muscle to compete at home and, increasingly, internationally. Costa, Letícia; Pigorini, Paolo; Ramos, Arthur; de Souza, Ivan Mon, 03 Dec 2007 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901930?gko=5a452 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/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/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/41902000?gko=0dd4d Although some types of improvement initiatives fare better than others, a recent Booz & Company survey reveals that almost all respondents underachieved their stated goals to some extent. This Viewpoint lays out three best practices for accelerating value capture and increasing the chances of successful large-scale change. Hage, Brian; McKenna, Matthew; Wilczynski, Herve Thu, 28 Jun 2007 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41902000?gko=0dd4d http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41902086?gko=6bc6d The oil and gas industry has stretched its resources to breaking point with the real potential of stalling the oil and gas boom. Immediate intervention is required. Clark, Andrew; Davidson, Varya; Guilford, Zoë; Melville, Jake Leslie Fri, 01 Jun 2007 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41902086?gko=6bc6d 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/41902090?gko=9e3fc Releasing the potential of low carbon power and lowering man-made carbon dioxide emissions are important parts of mitigating climate change. Right now, there is a window of opportunity to cut projected emissions dramatically by switching toward cleaner, more environmentally friendly power plants. Doshi, Viren; Melville, Jake Leslie Sun, 01 Apr 2007 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41902090?gko=9e3fc http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/42030078?gko=c2a4a The issue of changing demographics affects all industrialised countries, though the problem may manifest itself in different ways. How we solve the problem of our ageing population is clearly a matter not just for individuals and employers, but for society as a whole. Turnbull, Andrew Thu, 01 Mar 2007 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/42030078?gko=c2a4a 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/41901768?gko=dd034 This paper is a guide for working successfully as foreign and local partners in China. Cainey, Andrew Wed, 05 Jul 2006 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901768?gko=dd034 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901776?gko=7bbc0 Despite decreased trading commissions and regulatory pressures, sell-side firms will remain the dominant provider of equity research to buy-side firms and will thus need to weather the current environment. Sinha, Jai Thu, 22 Jun 2006 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901776?gko=7bbc0 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/41902002?gko=7c8aa Not all refineries are created equal, and even in this high-margin era, the economics of oil prices favor some refineries much more than others. Caruso, Pedro; Clyde, Andrew Tue, 01 Nov 2005 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41902002?gko=7c8aa http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901946?gko=24562 From Rome and Amsterdam, the authors make a case for cooperative corporations--an increasingly important client base for Booz & Company in Europe and elsewhere--as a viable response to the pressures of globalization. Lotti, Riccardo; Mensing, Peter Tue, 01 Nov 2005 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901946?gko=24562 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/41901772?gko=600aa To some extent, we are now facing "the day after" in the BPR revolution. This does not mean that we must throw out the concept in favor of a new strategic management technique. BPR remains a compelling tool for value creation, but only if we understand what has gone wrong and adapt new approaches based on these lessons learned. This study says companies must adopt new forms of process governance that are appropriate to a new process orientation. Couto, Vinay; Neilson, Gary Thu, 29 Apr 2004 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901772?gko=600aa