http://www.booz.com/ocl-foresight Booz & Company's perspective on how to create essential advantage in Organization, Change & Leadership Sat, 25 May 2013 02:42:46 -0500 http://www.booz.com/media/image/boozco-logo_for_rss.gif http://www.booz.com/ocl-foresight 88 30 http://www.booz.com/global/home/what-we-think/reports-white-papers/article-display/investing-talent-sustained-growth-capabilities?utm_content=AllOCLForesight&utm_source=RSS&utm_medium=TextLink&gko=0a743 A company's approach to talent is a core component of its overall strategy. Yet too often, we find a disconnect between a company's strategy and its investment in the workforce. Senior leadership teams and human resources executives can avoid this costly mistake by aligning their companies' people strategy with the core capabilities that distinguish them from their competitors. This article details four steps through which executives can identify, prioritize, and develop employee segments that are critical to their companies' long-term success. by DeAnne Aguirre, Ashley Harshak, Laird Post, and Sonia Storr Thu, 09 May 2013 02:01:00 -0500 http://www.booz.com/global/home/what-we-think/reports-white-papers/article-display/investing-talent-sustained-growth-capabilities?utm_content=AllOCLForesight&utm_source=RSS&utm_medium=TextLink&gko=0a743 http://www.booz.com/global/home/what-we-think/chief-executive-study?utm_content=AllOCLForesight&utm_source=RSS&utm_medium=TextLink&gko=97c2e Booz & Company's annual study of CEO changes reveals that the CEO turnover rate in 2012 was 15 percent--the second-highest since 2000, lower only than in 2005. Furthermore, companies are actively planning their CEO successions. The share of planned turnovers, at 72 percent of all turnover events, is the highest in the 13-year history of the study, indicating that companies are seeking to build on the leadership stability most have enjoyed with the improved economy. The study examines the rate of, reason for, and geographic and industry distribution of chief executive changes among the world's 2,500 largest public companies. This year's report focuses particularly on who the new leaders are and where they came from. by Ken Favaro, Per-Ola Karlsson, and Gary L. Neilson Thu, 09 May 2013 02:00:00 -0500 http://www.booz.com/global/home/what-we-think/chief-executive-study?utm_content=AllOCLForesight&utm_source=RSS&utm_medium=TextLink&gko=97c2e http://www.booz.com/media/uploads/BoozCo_The-5-Dollar-PMPM-Health-Plan.pdf?utm_content=AllOCLForesight&utm_source=RSS&utm_medium=TextLink&gko=96b57 Health plans are already working hard to lower their administrative costs as a necessary response to healthcare reform and other fundamental market shifts. But how low is low? Booz & Company analysis reveals that payors may soon face new competitors with administrative costs as much as 80 percent lower than those of today's typical plan. In this new environment, legacy plans must radically rethink and reorganize their operating models to defend their market share. In place of maintaining full-fledged, in-house front, middle, and back offices, this article details four alternative ways to play for today's health plans: lean operator, direct marketer, direct marketer-medical cost innovator, and risk and network aggregator. by Gil Irwin, Thom Bales, Anil Kaul, and Sundar Subramanian Wed, 06 Feb 2013 14:30:00 -0600 http://www.booz.com/media/uploads/BoozCo_The-5-Dollar-PMPM-Health-Plan.pdf?utm_content=AllOCLForesight&utm_source=RSS&utm_medium=TextLink&gko=96b57 http://www.booz.com/global/home/what-we-think/third_billion?utm_content=AllOCLForesight&utm_source=RSS&utm_medium=TextLink&gko=8b753 Nearly 1 billion women around the world will enter the global economy in the coming decade. They are poised to play a significant role in countries around the world--as significant as that of the billion-plus population of India and China. Yet this "third billion" has not received sufficient attention from key decision makers in many countries. This represents a missed opportunity; greater economic involvement from women has far-reaching impacts, for example, as women are likelier than men to invest a large proportion of their household income in their children's education. To empower women, government and business leaders need a better understanding of the most effective levers available to them. Booz & Company's Third Billion Index, a ranking of 128 countries worldwide, seeks to identify these levers, based on how effectively leaders today empower women as economic agents in the marketplace. This article posits that mobilizing the female workforce will not only empower women but also contribute to the economic prosperity, health, early childhood development, security and freedom of their communities at large. Empowering the Third Billion has sparked worldwide conversation about the economic and social impact of 1 billion women entering the economy. Booz & Company is proud to offer you groundbreaking research that has been highlighted in over 190 publications across 15 countries on 5 continents. This crucial conversation has included a hosted Tweet chat, 60,000 social media engagements and Booz & Company partner DeAnne Aguirre's CNN Fortune op-ed. by DeAnne Aguirre, Karim Sabbagh, Christine Rupp, and Leila Hoteit Wed, 06 Feb 2013 14:29:00 -0600 http://www.booz.com/global/home/what-we-think/third_billion?utm_content=AllOCLForesight&utm_source=RSS&utm_medium=TextLink&gko=8b753 http://www.strategy-business.com/article/12202?gko=b2721&utm_content=AllOCLForesight&utm_source=RSS&utm_medium=TextLink The dramatic evolution of technology has fundamentally altered the way consumers approach buying decisions. The proliferation of buying channels is also enabling marketers to interact with consumers and businesses in ways that weren't possible before. Yet, according to a recent multi-industry survey conducted by Booz & Company, Korn/Ferry International, and the Association of National Advertisers, many marketers are struggling to manage these powerful societal and technological trends. With so much in flux and so much at stake, marketing organizations need to be strategic when it comes to managing their resources and teams. This article suggests two key priorities for these organizations - choosing the right capabilities to establish a right-to-win and hiring and retaining the right talent to support these capabilities. by Thomas Ripsam, Yogesh Pandit, and Caren Fleit Wed, 19 Sep 2012 14:01:00 -0500 http://www.strategy-business.com/article/12202?gko=b2721&utm_content=AllOCLForesight&utm_source=RSS&utm_medium=TextLink http://www.booz.com/media/uploads/BoozCo_Building-a-Global-Talent-Pipeline.pdf?utm_content=AllOCLForesight&utm_source=RSS&utm_medium=TextLink&gko=96b57 Even as their footprints are expanding from mature to emerging economies, manufacturers are getting caught in a talent squeeze. In mature economies, finding sufficient skilled talent has become akin to searching for a needle in a haystack, and in emerging economies the pools of qualified talent are increasingly shallow and cost-prohibitive. This article details three innovative practices to win in a talent-constrained environment: Leverage creative talent sourcing practices, develop global talent competencies, and cultivate "glocal" (global plus local) employer brands and employee value propositions. by Ashok Divakaran, Matt Mani, and Laird Post Wed, 19 Sep 2012 14:00:00 -0500 http://www.booz.com/media/uploads/BoozCo_Building-a-Global-Talent-Pipeline.pdf?utm_content=AllOCLForesight&utm_source=RSS&utm_medium=TextLink&gko=96b57 http://www.booz.com/media/uploads/BoozCo-Managing-Global-Enterprise.pdf?utm_content=AllOCLForesight&utm_source=RSS&utm_medium=TextLink&gko=96b57 Though most global companies have ambitious expansion strategies, they don't have the kind of management model that would enable them to thrive. Emerging markets are shifting the balance of economic power and pace of change, and a "business as usual" approach will no longer suffice. This article spells out three critical management enablers that global companies need: a rebalanced organizational structure and footprint, dispersed decision rights and tighter controls, and a fresh approach to leadership and talent management. by Paolo Pigorini, Ashok Divakaran, David Suarez, and Ariel Fleichman Wed, 02 May 2012 12:01:00 -0500 http://www.booz.com/media/uploads/BoozCo-Managing-Global-Enterprise.pdf?utm_content=AllOCLForesight&utm_source=RSS&utm_medium=TextLink&gko=96b57 http://www.strategy-business.com/article/00086?gko=b2721&utm_content=AllOCLForesight&utm_source=RSS&utm_medium=TextLink During the last few years, a number of well-publicized "black swan" events -- highly destructive calamities that seemingly come from out of nowhere -- have had immense negative impacts on the companies involved. But a closer look at these crises reveals that they were self-inflicted; the root cause was a set of internal organizational factors that caused decision makers to take on or create risk. Rather than trying to prepare for each type of external danger, companies should look within, and redesign the factors - including misaligned incentives and decision authority, lack of information, and counterproductive mind-sets - that contribute to systemic self-inflicted risk. by Eric Kronenberg Wed, 02 May 2012 12:00:00 -0500 http://www.strategy-business.com/article/00086?gko=b2721&utm_content=AllOCLForesight&utm_source=RSS&utm_medium=TextLink http://hbr.org/web/ideas-in-practice/the-secrets-to-strategy-execution-the-idea-in-practice?utm_content=AllOCLForesight&utm_source=RSS&utm_medium=TextLink In the new HBR Idea in Practice article, "How an Industrial Goods Company Overcame Its Weak Execution Culture," we show how any company can better execute its strategy without making costly, disruptive changes to its organizational structure. Using the story of a highly successful global company we'll call Canson Industrial Goods, we illustrate how you can uncover serious obstacles preventing your company from meeting its goals, how to change decision rights, and how to improve the flow of information to effectively implement your strategy. Please visit our Org DNA Profiler® at www.booz.com/orgdna to learn more about the four pairs of elements that determine an organization's effectiveness. by Ilona Steffen, Niko Canner, and Gary Neilson Mon, 16 Jan 2012 02:01:00 -0600 http://hbr.org/web/ideas-in-practice/the-secrets-to-strategy-execution-the-idea-in-practice?utm_content=AllOCLForesight&utm_source=RSS&utm_medium=TextLink http://www.booz.com/media/uploads/BoozCo-Shared-Services-Marketing-Organizations.pdf?utm_content=AllOCLForesight&utm_source=RSS&utm_medium=TextLink&gko=96b57 The marketing function at many large companies is under intense pressure to drive growth and to meet the challenges of the digital revolution. While CMOs are trying to use all levers at their disposal to push their businesses forward in today's competitive markets, many are missing an important opportunity to drive efficiency and effectiveness through a more advanced approach to shared services--specifically, marketing shared services. This article describes how leading companies are capturing scale from transactional activities and developing advantaged capabilities by taking a coordinated, consistent, and collaborative approach to their marketing service delivery model. by Edward C. Landry, Thomas Ripsam, and Namit Kapoor Mon, 16 Jan 2012 02:00:00 -0600 http://www.booz.com/media/uploads/BoozCo-Shared-Services-Marketing-Organizations.pdf?utm_content=AllOCLForesight&utm_source=RSS&utm_medium=TextLink&gko=96b57