http://www.booz.com Organization, Change & Leadership RSS feed from Booz & Company. Wed, 23 May 2012 16:28:19 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/50569242?gko=7288f This year's CEO Succession study, "The New CEO's First Year," reveals the challenges for the new class of CEOs who came into office in 2011, analyzes trends in global CEO turnover, and distills important advice from veteran CEOs. Favaro, Ken; Karlsson, Per-Ola; Neilson, Gary Thu, 24 May 2012 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/50569242?gko=7288f http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/50520592?gko=7ed12 During times of financial crisis, many companies look to cost cutting to keep their organizations sound. A recent Booz & Company survey reveals five key trends in overhead cost optimization programs, which will resonate for executives seeking to achieve sustained growth in today's challenging economy. Burger, Christian; Frey, Stefan; Ketterle, Thomas; Morley-Fletcher, Paolo Wed, 09 May 2012 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/50520592?gko=7ed12 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/50509867?gko=461f9 Education leaders often find that their entirely reasonable reform proposals encounter numerous obstacles. To succeed, leaders must shift their focus to the implementation process. Our research reveals that successful education leaders possess three transformation capabilities: "thinking ahead," "delivering within," and "leading across." Hoteit, Leila; Moujaes, Chadi N.; Hiltunen, Jussi; Sahlberg, Pasi Wed, 09 May 2012 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/50509867?gko=461f9 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/50366834?gko=2936d When IT programs fail, one factor gets far too little attention, as prevalent and pernicious as it is: poorly executed change management. Organizational change capabilities should be a primary consideration in a large IT transformation, not an afterthought. A rapid, smooth, and well-motivated transition of personnel to the new system is integral to getting a return on the investment. Change management is the key ingredient in making this happen. This means ensuring that you have the right team structure and team members, and that you have moved early to instill change management thinking and practices into every part of the project. Beurskens, Neill; Clark, Nathaniel; Holland, Dan; Phaneuf, Danielle Fri, 30 Mar 2012 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/50366834?gko=2936d http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/50311546?gko=d182f This article by Booz & Company's Gary Neilson and Harvard Business School Associate Professor Julie Wulf, published in the April 2012 issue of the Harvard Business Review, looks at the logical evolution of a CEO's span of control and offers advice for managers as they progress in their careers. Neilson, Gary Tue, 20 Mar 2012 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/50311546?gko=d182f http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/50164566?gko=51b52 В прошедшем десятилетии только немногие организации избежали необходимости серьезных изменений в условиях, когда новые технологии и мировые кризисы меняли облик целых отраслей. Во всяком случае, темпы организационных изменений ускорились, и их амплитуда увеличилась. Реструктуризация, снижение издержек, интеграция после слияния, международная экспансия, вывод на рынок новых продуктов, трансформация ИТ -- все это требует фундаментальных изменений в организации работы. Aguirre, DeAnne; Brown, Anna; Harshak, Ashley Tue, 21 Feb 2012 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/50164566?gko=51b52 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/50041441?gko=dbb48 Private-sector companies in GCC countries have an opportunity to address several pressing issues, including nationalization imperatives, local unemployment, and their own talent gaps, by attracting more national women into their workforce. Hoteit, Leila; Shehadi, Ramez; Lamaa, Abdulkader; Tarazi, Kamal Tue, 20 Dec 2011 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/50041441?gko=dbb48 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/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/49794335?gko=7268f Many business transformation programs entail developing new capabilities that have a substantial IT component. A critical success factor for the transformation program is the adoption of the new capabilities (including technology) by users. A business value realization (BVR) program preps users to accept, absorb, and adopt new capabilities, and ensures management understands and supports the level and type of preparation that's needed. Nair, Ramesh; Pillai, Manoj; Nayar, Ajay; Kumar, Shivani Wed, 21 Sep 2011 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49794335?gko=7268f http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/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/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/49432667?gko=de3a0 Organizations should follow a rigorous approach to determine who the Pride Builders are, and then build on their insights and capabilities to influence behaviors. Pride Builders can be helpful allies in spreading both motivational behaviors and performance behaviors. In practice, an eight-step tactic we call a performance pilot is often valuable in gaining insights and demonstrating impact. Katzenbach, Jon; Post, Laird; Viriot, Aurelie; Gruber, Jonathan Thu, 21 Apr 2011 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49432667?gko=de3a0 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49285337?gko=5e8ee While the fundamental theory of team performance is perhaps well known, many teams fall short of their full potential because they fail to move from theory to execution, particularly when it comes to making critical decisions about when, where, and how to team. Katzenbach, Jon; Viriot, Aurelie; Vlak, August Wed, 16 Mar 2011 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49285337?gko=5e8ee http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/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/49047919?gko=6a857 The race is on among universities: private giving is becoming a competitive factor. With growing autonomy and, in turn, limited or even stalling endowments, universities increasingly turn to companies and individuals, probing their "fund raising" and "friend raising" skills. But the days of the mecene investments - if they ever existed in the idealistic meaning we attribute to them - are over. Donors expect an ROI.Based on insights from leading US higher education and research institutions and private universities in Germany, this viewpoint summarizes key insights on how to develop a coherent fund raising approach. An approach that is not siloed in the organization, but involves alumni management, PR / marketing and other relevant outreach functions in a joint action, with something to offer to private donors. It makes the case for a systematic relationship management, and it offers a development framework and approach that we used in our consulting projects for leading universities in Germany, and that can be tailored to the university's individual priorities. Augustin, Harald; Schlau, Katrin; Stork, Philip; Zink, Wolfgang Mon, 31 Jan 2011 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49047919?gko=6a857 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/48978684?gko=20a3b For many multinationals, China is a difficult sales environment, but an absolutely critical one. To thrive, multinational sales chiefs must upgrade sales teams by addressing such fundamental issues as recruitment, development, and retention. Perhaps more important, sales chiefs must rec­ognize that none of these issues can be wrestled to the ground unless they identify and then make exceptional use of the unique skills of what we call Pride Builders. Canner, Niko; Bessler, Joni; Steffen, Ilona Thu, 06 Jan 2011 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/48978684?gko=20a3b http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/48953718?gko=06f78 As the transformation of the telecom sector has created several operators with footprints in multiple markets, investors have rewarded these global players. GCC operators should follow their lead, but will need to put the right models in place to truly achieve global success. Goussous, Amr; Mourad, Mohamad; Sabbagh, Karim; de Gaetano, Alfonso Wed, 15 Dec 2010 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/48953718?gko=06f78 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/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/48718867?gko=98d8b This Perspective describes Booz & Company's approach to change management and lays out the five key success steps in any successful change management program. Aguirre, DeAnne; Brown, Anna; Harshak, Ashley Tue, 05 Oct 2010 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/48718867?gko=98d8b http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/48599052?gko=d15a4 Now that the recession seems to have eased somewhat, there is time to step back and consider an additional, more sustainable way to deal with labor costs. This multifaceted and tailored approach is less damaging to workers and less risky to companies. Bhalla, Vikas; Buckner, Nicholas; Hawkes, Harry; Kent, Albert Wed, 15 Sep 2010 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/48599052?gko=d15a4 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/48598904?gko=9b81b The oil and gas sector in India is facing a serious deficit in technical talent. To meet this challenge, India's oil and gas companies will need to address key drivers in all three stages of the employee life cycle, changing how they attract, develop, and retain people. Sengupta, Suvojoy; Moda, Gaurav; Sharma, Abhishek Wed, 15 Sep 2010 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/48598904?gko=9b81b 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/48196984?gko=3a33f Coming out of one of the worst downturns in history, many retailers have become skilled at cutting costs fast. But to achieve lasting advantage in an increasingly demanding industry, retailers need to step up their game and create operating models that maximize efficiency and effectiveness on a sustainable basis. Kapoor, Namit; Mani, Matt; Ripsam, Thomas; Sharma, Anu Wed, 30 Jun 2010 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/48196984?gko=3a33f 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/47845802?gko=8a3f6 GCC telecom operators have launched unprecedented international expansion programs since 2004, but to become truly global, they must address organizational challenges in five areas: governance models, organizational models, management processes, values and culture, and talent management. Goussous, Amr; Mourad, Mohamad; Sabbagh, Karim; Abina, Rafiu Mon, 05 Apr 2010 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/47845802?gko=8a3f6 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/47177118?gko=faea4 In today's economic environment, achieving heightened performance and efficiency is more important than ever to improve competitiveness, deliver better service, and reduce costs. To get the best from your people, organisations must first address a set of fundamental "hygiene factors" to motivate employees to deliver standard performance. Only when these factors are addressed can employees be energised by "commitment drivers" to elevate performance. Typically, we find public sector organisations need to focus on, and strengthen, their management capabilities. In contrast, private sector organizations often need to focus on their commitment drivers if they are to engage employees and weather the economic storm. Blain, Louisa; Harshak, Ashley; Sanderson, Muir Fri, 06 Nov 2009 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/47177118?gko=faea4 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/47177168?gko=e683f Companies must adopt HR strategies that reflect the aging of the working population or they will find themselves at a competitive disadvantage. They need to analyze their workforce demographics to identify areas that will be affected by waves of retirement and develop strategies to fill the gaps. The authors of this "Perspective" Viewpoint call this approach Smart Workforce Management. Smart Workforce Management requires a regular review of HR strategies and programs. First, companies should identify potential skill deficits. Next, they should look at the kinds of programs that mitigate the shortages--e.g., better compensation and healthcare packages--or the introduction of flexible work arrangements and a corporate culture that values older staff. The productivity of the 50-plus generation is key to gaining a competitive advantage in the future. Forward planning will reduce corporate brain drain and strengthen a company's position in the fight to attract and retain the best available talent. Smart Workforce Management must start now. Dittrich, Katharina; Habbel, Rolf; Heumann, Diana; Zink, Wolfgang Fri, 06 Nov 2009 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/47177168?gko=e683f 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/46437394?gko=43ff1 Market-based organizational renewal is an important element of establishing a company's essential advantage in tough and turbulent business environments. Leaders who can rise above the day-to-day pressures and chart a market-based course for organizational renewal will be best prepared to deliver superior performance in the months and years to come. What is needed is a systematic, clean-sheet review of the organization in the context of the company's markets and strategies. Such a review entails three basic steps: returning to entrepreneurial roots by identifying the market-based natural businesses within the company, thinking objectively about the economic and market implications of cross-business-unit synergies, and establishing a more strategic and market-driven role for the corporate core. Couto, Vinay; Miecznikowski, Jan; Shelton, Bert Tue, 04 Aug 2009 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/46437394?gko=43ff1 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/45205751?gko=e8366 Family businesses in the Gulf Cooperation Council (GCC) region face the dual challenges of operating in a difficult global economic environment and managing the transition of the business to a third generation of family control. In order to survive, grow, and take their places among the many family-run firms that have achieved enduring success in the global economy, firms must tame the "restless entrepreneur" syndrome, and develop and enact a long-term strategy to manage both the family and the business. Abdallah, Karim; Karlsson, Per-Ola; Saddi, Joe; Youssef, Ahmed Tue, 07 Apr 2009 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/45205751?gko=e8366 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/45053971?gko=288a0 The CHRO's responses to this recession will contribute to both a company's long-term success and its short-term survival. CHROs can help their companies attain both goals by quickly cutting unnecessary costs from the employee base and the HR function and then addressing four major issues: the proper alignment of people and HR strategies to business needs, the overall talent portrait of the company and enhanced performance management, the vitalization of the workforce, and sustainable leadership development. Aguirre, DeAnne; Post, Laird Thu, 26 Mar 2009 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/45053971?gko=288a0 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/44978044?gko=af5ea Senior executives are missing key opportunities for cost containment and revenue growth during the current recession, finds a recent survey by Booz & Company. The firm surveyed 155 senior executives at Fortune 500 companies and found widespread concern that traditional cost-containment measures are falling short during this downturn, as well as clear evidence that new approaches are needed. Couto, Vinay; Divakaran, Ashok; Lantz, Cheri; Mani, Mahadeva Thu, 26 Mar 2009 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/44978044?gko=af5ea 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/44406843?gko=d91f0 Cost containment is returning to the top of the managerial agenda. Many companies are trying but failing to sustainably contain their costs--typically due to an inability to translate ideas into practical interventions applied to the underlying activities behind the cost. However, a simple, pragmatic approach based on five steps can help organizations avoid the many pitfalls of cost containment. Bertone, Peter; Clark, Andrew; Groves, Stuart; West, Daniel Fri, 27 Feb 2009 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/44406843?gko=d91f0 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/47185225?gko=5f41c The rapid expansion of the Gulf Cooperation Council's (GCC) telecom operators from regional to international has created an opportunity for far greater cross-border integration and value creation. These newly international operators are now positioned to take their multiple acquisitions and regroup them into cohesive, tightly integrated operations, and thus evolve into high-performing international companies. To do so, they must revisit how they manage their international operations. Hasbani, Ghassan; Mourad, Mohamad; Sabbagh, Karim Sun, 15 Feb 2009 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/47185225?gko=5f41c 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/45863098?gko=75d39 In spite of many leaders' concern that the informal organization operates by its own rules, its impact on performance doesn't need to be left to chance. By considering how the informal organization can support the formal, and by managing each in its own way, leaders can guide the informal organization and achieve results beyond what their formal organization alone can deliver. This Perspective uses case examples to describe how the informal organization drives performance results. Kahn, Zia; Katzenbach, Jon Sun, 01 Feb 2009 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/45863098?gko=75d39 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/49687178?gko=88617 In der Privatwirtschaft gewinnt der Einkauf seit Jahren stetig an Bedeutung. Die „Wiederentdeckung" des Einkaufs als Schlüsselfunktion hat sich jedoch in der öffentlichen Verwaltung in vielen Fällen noch nicht durchgesetzt. Mit welchen Strategien und konkreten Schritten auch im öffentlichen Einkauf Beschaffungsvorgänge optimiert werden können, zeigt diese Studie.During the last few years, procurement has gained more and more importance in the industry. Public sector procurement, however, is not part of this revival. This study shows which strategies and steps can lead to optimized sourcing processes in the public sector. Bergmoser, Ulrich; Eltges, Kai; Schwarting, Detlef; Wille, Jan Thu, 01 Jan 2009 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49687178?gko=88617 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49687181?gko=9bd5e Der Druck auf die Energieversorger, ihre Netze noch effizienter zu betreiben, wächst. Sie befinden sich aktuell zwischen Anreizregulierung und neuen Geschäftsmodellen. Um einen modernen Netzwerkbetrieb zu ermöglichen, gilt es, mit einem integrierten Workforce-Management die systemtechnischen, infrastrukturellen und organisatorischen Bedingungen zu schaffen.Energy providers are under considerable strain to manage their networks efficiently. Currently, they find themselves stuck between incentive-based regulation and new business models. To achieve modern network operations, an integrated workforce management is key, building the framework needed in regards to systems, infrastructure and organization. Bach, Olaf; Fleischle, Frank; Hilkenbach, Markus Thu, 01 Jan 2009 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49687181?gko=9bd5e http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/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/46079512?gko=370e3 Managing talent always ranks high on the CEO agenda. However, the current global economic downturn presents some unique opportunities and challenges. Whether companies are in the midst of restructuring, recruiting and developing talent on shoestring budgets, or struggling to maintain and motivate top talent, changes of this magnitude must be actively managed. Meanwhile, this is also an ideal time for companies to recruit top talent, improve workplace attractiveness, and adopt a holistic, long-term human resource strategy. Blain, Louisa; Davidson, Varya; Harshak, Ashley; Rabb, Soon Mon, 01 Dec 2008 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/46079512?gko=370e3 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/42915814?gko=2d2d7 As information technology (IT) becomes ever more integral to the business of companies in all industries, IT executives are called on to perform many varied and increasingly demanding roles. While continuing to enhance efficiency across the enterprise, CIOs are also being asked to help fuel revenue generation at the business-unit level. It is little wonder, then, that CIOs and their organizations feel like they are being stretched thin. In light of these pressures, many companies are focusing attention on the challenge of optimizing their IT organization. To discover what they've learned, Booz & Company recently surveyed 1,500 IT executives and their customers on the elements of an effective IT organization. Ahlemann, Dietmar; Bussmann, Johannes; DeCamp, Corrie; Mourtada, Rami Mon, 27 Oct 2008 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/42915814?gko=2d2d7 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/42826456?gko=ce08b Communicators--whether in corporate communications, public relations, investor relations, marketing, or human resources roles--are under increasing pressure to demonstrate bottom-line value, but they are being asked to do so with smaller budgets and fewer people. At the same time, market pressures are pushing companies to expand globally, adding to the complexity of getting a message out. All the while, the number of available communications channels has exploded, and the way stakeholder groups process information and form their opinions is changing rapidly. Increasingly, successful communicators are embracing a customer-centric and results-driven model--built on the principles of process optimization found in Six Sigma initiatives--that engages audiences and drives organizational performance. Hage, Brian; Hannegan, Christopher; Jacoby, Jesse; Wilczynski, Herve Thu, 23 Oct 2008 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/42826456?gko=ce08b http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/42826630?gko=6759a Banks of all sizes are struggling to sustainably reduce costs while maintaining their ability to grow. There are a number of pitfalls in cost-cutting initiatives, from paralyzing indecision to undue haste. To overcome these challenges, banks need to define a programmatic approach, choose the right team, and properly engage the organization. This Perspective paper addresses the best way to do so and looks at the organizational strategies that can make sure costs stay cut. Dixon, Brodie; Hyde, Paul; Sinha, Jai Thu, 23 Oct 2008 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/42826630?gko=6759a 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/45879541?gko=e3a6b As companies facing the current economic downturn launch cost reduction initiatives, the prudent ones will make cuts in a way that works with their company's culture, rather than against it. Many companies ignore the critical need to secure employee commitment when making cost cuts... Specifically, it is critical that companies planning cost reduction initiatives obtain the positive emotional commitment of their employees to support decisions and to commit to behavior change that reduces costs. Katzenbach, Jon Mon, 01 Sep 2008 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/45879541?gko=e3a6b 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/45922570?gko=f4838 This Perspective addresses the challenges of organizational design and proposes a new approach to organizing senior management around the Global Core. It presents four models for this new view of senior management, drawn from our own consulting experience and the firm's study of hundreds of other corporations. These models of the Global Core are pertinent to a variety of organizations ranging from highly diversified financial holding companies to more industry-specific companies where operational involvement by senior management does succeed in creating value. Couto, Vinay; Karlsson, Per-Ola; Neilson, Gary Mon, 23 Jun 2008 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/45922570?gko=f4838 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/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/41901976?gko=5694c Organizational success hinges on effective execution, and effective execution is a matter of ability and agility. New research from Booz & Company shows that there are two key levers to pull in building an able, agile organization. Fernandes, Lauren; Neilson, Gary Thu, 19 Jun 2008 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901976?gko=5694c http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901974?gko=66968 A new study from Booz & Company shows that there is a better way to sustainably execute change. Hannegan, Christopher; Harshak, Ashley; Rawlinson, Richard; Suarez, David Tue, 17 Jun 2008 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901974?gko=66968 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/42102494?gko=f8305 Discusses our research on how government departments can do more to improve customer service and reduce operating costs without spending so much on IT. Brown, Anna; Dayani-Fard, Homy ; Schofield, Robin; Trépant, Hugo Sun, 15 Jun 2008 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/42102494?gko=f8305 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/45879543?gko=8e8fd This perspective highlights selected insights from Katzenbach's "CHINA 2024: A New Generation of Leaders" program, a 20-year longitudinal study of 114 Chinese nationals who received MBAs from prestigious Chinese and U.S. business schools. The private, candid views of these managers in regard to their careers, goals, and personal lives can help employers in China better formulate how to reshape their organizations in order to hire, develop and retain top tier talent. Canner, Niko Sun, 01 Jun 2008 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/45879543?gko=8e8fd http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901844?gko=3f81c The news this year is that even those chief executives who deliver subpar returns are showing unexpected staying power. Karlsson, Per-Ola; Neilson, Gary; Webster, Juan Carlos Wed, 28 May 2008 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901844?gko=3f81c 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/45879527?gko=bf16b This Perspective explores how effective cost reduction capitalizes on and reinforces company culture--and integrates emotional commitment of the workforce with the strategic imperatives for the business. While easily said, some companies have done this. Katzenbach, Jon Thu, 01 May 2008 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/45879527?gko=bf16b http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901866?gko=af320 Booz & Company outlines seven steps that health plans can take to ensure that a genuine administrative cost transformation takes root. Bailey, Curt; Knott, David; Nallicheri, Narayan Thu, 17 Apr 2008 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901866?gko=af320 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/45879545?gko=fd8c5 This Perspective reflects the results of Katzenbach research on the state of customer service in healthcare. It is based on interviews with leaders and practitioners from a range of healthcare contexts. The authors provide guidance for healthcare organizations on how to build thriving Empathy Engines®. When healthcare players transform themselves into Empathy Engines, they not only improve patient satisfaction but create opportunities to improve the quality of care, increase employee engagement, reduce costs and achieve breakthroughs in organizational performance. Entel, Traci Tue, 01 Apr 2008 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/45879545?gko=fd8c5 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/41901812?gko=cee7b Railroad companies, both public and private, are reinventing themselves as customer-conscious businesses. Tipping, Andrew; Zubrod, Justin Tue, 26 Feb 2008 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901812?gko=cee7b http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/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/45863114?gko=8fa0b Common sense tells us that customer service is important to a company's success. The majority of corporate executives embrace it, and almost all customers demand it. But achieving a high level of customer service - and sustaining it over the long haul - is a goal that has eluded all but a relatively small number of companies. This Perspective shares the results of interviews conducted with executives at 13 companies across numerous industries that are widely viewed as existing or emerging leaders in customer service, in order to better understand their views on how exemplary customer service can be achieved and used to create a sustainable competitive advantage. Entel, Traci Sat, 01 Dec 2007 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/45863114?gko=8fa0b http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/46515726?gko=88445 Nearly all companies have some master motivators--what we call "pride builders"--at the front line. Pride builders are able to achieve exceptional performance with their teams by fostering pride in the work each team member does. By using pride builders as a source for ideas and solutions and using them to inspire behavioral changes, corporate leaders can have a significantly higher impact on frontline performance than they would be able to achieve otherwise. Katzenbach, Jon Sat, 01 Dec 2007 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/46515726?gko=88445 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/41901822?gko=9e4ed This article provides a rare in-depth look into Lego's transformation as it rationalized and streamlined its product development, sourcing, manufacturing, and distribution. Samakh, Edouard; Oliver, Keith; Heckmann, Peter Fri, 28 Sep 2007 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901822?gko=9e4ed http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901832?gko=afb92 To succeed in China, multinationals will need to take the familiar list of three C's (customers, company, and competitors) and add one more: context. Tse, Edward Sat, 01 Sep 2007 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901832?gko=afb92 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901838?gko=a3029 Ten critical factors -- from setting aggressive targets to balancing the need for new capabilities with the need to cut costs -- that can prevent common mistakes in major change programs. McGrath, Jack; Neilson, Gary Tue, 28 Aug 2007 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901838?gko=a3029 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901918?gko=5a08e Companies facing the prospect of radical change often succeed in engineering the business aspect of the change, but fall short in genuinely engaging key stakeholders in understanding and embracing the change. Aguirre, DeAnne; Hannegan, Christopher; Neilson, Gary Wed, 15 Aug 2007 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901918?gko=5a08e http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901934?gko=c8dab For years, most call center managers have placed increasing productivity and improving customer service at the top of their agenda. Yet despite significant investment in new technologies, not much has changed, with average utilization rates hovering well below established benchmarks. Why the lack of progress? Because the cause of underperformance wasn't -- and isn't -- primarily technical. Among the many call centers the authors studied, the primary differentiator between top performers and average performers isn't technological but structural. This whitepaper offers organizational recommendations that can improve performance. Camarate, Jorge; Sanderson, Muir Wed, 15 Aug 2007 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901934?gko=c8dab http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/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/41901748?gko=6c5ea A new study finds that many health-care consumers are shopping for products and services, and expecting competition among providers and suppliers--but they still lack the information they need to make informed choices in critical areas. Ahlquist, Gary; Beever, Charles; Edmunds, Rick; Knott, David Thu, 12 Apr 2007 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901748?gko=6c5ea http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901896?gko=d5751 For years, the prevailing wisdom has dictated a lean, mean corporate core. There's nothing wrong with this logic, but the implied premise that "bigger means bloated" is faulty. Couto, Vinay; Neilson, Gary Tue, 03 Apr 2007 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901896?gko=d5751 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/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/41901790?gko=f19d0 CPG companies that master the matrix organization enjoy a competitive advantage that is powerful, sustainable, and highly adaptable as market and company priorities change over time. Kerins, Jason; Lauster, Steffen M. Tue, 02 Jan 2007 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901790?gko=f19d0 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41972588?gko=9f3a9 Outsourcing is reaching a new level of maturity in the insurance industry. It has evolved from a cost-cutting measure to a lever for strategic growth, offering access to a critical mass of resources and talent. Consequently, the industry has taken steps to maximize its investment in outsourcing and offshoring by examining which functions to outsource, how many and what kinds of vendors to use, and how to manage vendors more strategically. Couto, Vinay; Irwin, Gil; Kellner, Karl Wed, 01 Nov 2006 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41972588?gko=9f3a9 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901898?gko=a7af2 Although informatics delivers a clear and compelling business case for investment, executing a cost-effective informatics strategy is not a plug-and-play proposition. Irwin, Gil; Rao, Giridhar; Rosha, Rahul Tue, 31 Oct 2006 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901898?gko=a7af2 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/41901890?gko=b3c9b This Viewpoint outlines a process of Total Cost Transformation for the telecom industry, based upon three pillars: the ISSR framework, change management, and program execution. Correctly implemented, this approach will help telecommunications operating companies cope with an environment in which revenue growth is slowing and operators must contain costs to keep margins healthy. Friedrich, Roman; Peterson, Michael Tue, 16 May 2006 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901890?gko=b3c9b 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/41901736?gko=ceacc Using the responses of health organizations in the Org DNA profiler, this white paper concludes that more than two-thirds of health-care companies have "unhealthy" DNA. Knott, David; Neilson, Gary; Jones, John C. Sat, 01 Apr 2006 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901736?gko=ceacc http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901966?gko=e6252 A Booz & Company study shows that only 15 percent of brokerage-branch time is devoted to growth initiatives, while 85 percent is spent either on managing the business or meeting regulatory requirements. McKeon, Mike; Sinha, Jai Tue, 20 Dec 2005 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901966?gko=e6252 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/41901774?gko=03bd9 Today's oil company managers are faced with a diminishing pool of skills in their countries of origin, a workforce that is reaching retirement age, and an insufficient number of new skilled staff replacing those leaving. This comes at a time when commercial oil and gas companies are juggling the twin challenges of increasing growth and developing new business while maximising productivity. So how will these companies resource and prioritise their challenges? Davidson, Varya; Waterlander, Otto Wed, 14 Sep 2005 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901774?gko=03bd9 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901760?gko=4345c Innovation--the ability to define and develop new products and services and deliver them to market--is the fundamental source of value creation in companies and an important enabler of competitive advantage. Dehoff, Kevin; Jaruzelski, Barry; Kronenberg, Eric Fri, 15 Apr 2005 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901760?gko=4345c http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/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/41902034?gko=da95b CFOs are expected to deliver continuous improvements in their own organization. Outsourcing offers a compelling approach to drive significant cost and effectiveness benefits; this article examines some of the key considerations for organizations contemplating outsourcing. Alvarez, Eduardo; Couto, Vinay Sat, 01 Jan 2005 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41902034?gko=da95b http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/42340540?gko=9fd38 Burdened with multiple layers of management, these organizations tend to suffer from "analysis paralysis." When they do move, they move slowly and reactively, often pursuing opportunities later or less vigorously than their competitors. More consumed with the trees than the forest,managers spend their time checking one another's work, rather than scanning the horizon for opportunities or threats. These organizations are frequently bureaucratic and political in nature and tend to frustrate self-starters and results-oriented individuals. Mitchell, Deanna; Neilson, Gary Wed, 15 Dec 2004 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/42340540?gko=9fd38 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901956?gko=ba47d So congenial as to seem conflict free, the Passive-Aggressive Organization breeds a culture of simulated compliance where "everyone agrees but nothing changes." Building a consensus to make major changes is no problem; it's implementing the changes that can prove impossible. Kellner, Karl; Neilson, Gary Wed, 18 Aug 2004 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901956?gko=ba47d http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/42100038?gko=91e1d There is an efficiency gap between the public and private sectors. This article examines how government efficiency be improved in the same way as that of commercial enterprise. Baxter, Greg; Tipping, Andrew Sun, 15 Aug 2004 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/42100038?gko=91e1d http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41902104?gko=ebcd1 Much as an athlete's true mettle is tested under the pressure of competition, an organization's corporate values are never as strained as when a company is in the midst of a major transformation. Aguirre, DeAnne; Burger, Christian; Krings, Joerg; Tipping, Andrew Fri, 16 Jul 2004 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41902104?gko=ebcd1 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/43000314?gko=5b6df Managing change is a critical component of any major transformation. It is a necessary process that helps companies successfully implement new strategies. Change management gets results by building sponsorship from the top, creating leaders who will act as change agents, and by changing behaviors in frontline teams and individual employees in business units. Aguirre, DeAnne; Hyde, Paul; Neilson, Gary; Tipping, Andrew Tue, 15 Jun 2004 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/43000314?gko=5b6df http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41902068?gko=369bb Most managers acknowledge that organization design should follow strategy and enable desired performance. Yet few have developed their own business model based on their business's fundamental strategies. In most cases, a business's model has evolved from a series of discrete decisions that have compounded over the years, resulting in a less than optimal organization. Jackson, Bill; Miecznikowski, Jan Thu, 10 Jun 2004 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41902068?gko=369bb http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41903715?gko=0bc57 With the continued uncertainty in global markets, the ability to bring large-scale programs to a successful conclusion has become even more critical for the survival of many Fortune 500 companies--regardless of whether they are under pressure to achieve multibillions of dollars in savings or to realize revenue synergies from an acquisition.Our experience in many large-scale transformations has taught us that things can go wrong without a dedicated, structured, and comprehensive program management approach. Lauster, Steffen M.; Ripsam, Thomas Tue, 01 Jun 2004 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41903715?gko=0bc57 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41902022?gko=40146 There comes a point in any successful change movement when a great truth dawns on those involved: The inevitability and wisdom of the ongoing change is finally understood, and the new reality accepted. And what typically evokes this realization? Not hard data, nor a new process, nor an edict from above. Aguirre, DeAnne; Neilson, Gary; Schirra, Wolfgang; Tipping, Andrew Sat, 01 May 2004 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41902022?gko=40146 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/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 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901804?gko=43a3f Tools and techniques to help companies transform quickly. Aguirre, DeAnne Thu, 15 Apr 2004 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901804?gko=43a3f http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901792?gko=a388f For most companies, significant challenges remain in improving the cost-effectiveness of their internal services. As the external environment shifts for a company's core business and the marketplace for G&A services, so too does the internal economy of the firm as BU customers demand increasingly customized services. In this charged environment, G&A practices are evolving rapidly and fundamentally. This report examines both the traditional and leading-edge approaches to G&A management andtheir impact on company performance. Couto, Vinay; McNeese, Cynthia; Pigorini, Paolo Thu, 15 Apr 2004 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901792?gko=a388f http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/42340537?gko=70d11 The most successful strategy-based transformations follow a three-phased approach that integrates the development and implementation of the strategy/operating model with the process for driving the human and emotional elements of change. As is the case with the coaching staff on the gridiron, the roles of the CEO and top team will change across the three phases of the transformation.Phase 1: Engaging the Top and Leading the ChangePhase 2: Cascading Down and Breaking BarriersPhase 3: Mobilizing the Base and Creating Ownership Aguirre, DeAnne; Hyde, Paul; Krings, Joerg; Neilson, Gary; Schirra, Wolfgang; Tipping, Andrew Mon, 15 Mar 2004 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/42340537?gko=70d11 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41902038?gko=75303 This summarizes a major study on the evolution of the value chain and the potential impacts of outsourcing on the North American telecommunications industry. As a part of this study, senior executives from major Service Providers and industry experts across North America were interviewed to examine the drivers and trends for outsourcing in telecommunications, with a specific focus on network-related functions. Jaruzelski, Barry; Katz, Raul; Ribeiro, Frank Mon, 01 Mar 2004 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41902038?gko=75303 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41902024?gko=9a9bb Success at large-scale transformation demands more than the best strategic and tactical plans, the traditional focus of senior executives and their advisers. It requires an intimate understandingof the human side, as well--the company's culture, values, people, and behaviors that must be changed to deliver the desired results. Plans themselves do not capture value. Value is realized only through the sustained, collective actions of thousands or tens of thousands of employees who are responsible for designing, executing, and living the change. Neilson, Gary Mon, 01 Mar 2004 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41902024?gko=9a9bb http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41902046?gko=06098 You know that significant change is required for your company. You've done the analysis and come up with the right solution. You've gotten senior management buy-in, promised results, and announced the change program to the middle management. Three months have passed, but the change has stalled. Why hasn't the organization adopted the change? With dramatic market shifts and rapid executive turnover, strategic change programs must be implemented and deliver results quickly. Aguirre, DeAnne; Neilson, Gary Sun, 01 Feb 2004 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41902046?gko=06098 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41902028?gko=6c72b Offshoring business processes can offer companies across a range of industries the opportunity to lower costs by 40% or more. As senior managers look beyond the back office for functions to offshore, they need to determine first whether it makes economic sense to offshore them and then how to do it efficiently and effectively. Our work with clients that are offshoring to captive and third-party vendors--plus recent in-depth interviews with 10 offshoring vendors in India specializing in banking, insurance, telecommunications, and media--furnishes some unique and useful insights into this growing phenomenon. Alvarez, Eduardo; Couto, Vinay Mon, 01 Dec 2003 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41902028?gko=6c72b http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/42340410?gko=6fd05 In recent years, as top-line growth has stalled, companies have had to get creative about cost reduction. As always, they are looking first to pare expenses in internal services. What is different is the lens they are applying; the perspective has broadened. Instead of relying solely on supply-side tactics to cut costs (e.g., process reengineering, automation, outsourcing, offshoring), companies are now managing the demand for internal services as well, challenging both service providers and business-unit customers to make serious affordability and service level trade-offs. Couto, Vinay; Pigorini, Paolo; Saddi, Joe Wed, 15 Oct 2003 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/42340410?gko=6fd05 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41902056?gko=4ab9b If you look closely at the management ranks of many Fortune 500 corporations, you'll see: excessive layers and narrow spans of control, particularly among mid-level directors and managers. The result is often bureaucratic buildup, bottle-necked decision-making, and a general lack of innovation. Employees laboring at the customer-facing end of this attenuated organization structure are hamstrung by vertical decision-making and multi-matrixed reporting relationships. Organizations like these need to look beyond simple headcount reductions to find more lasting and effective methods for getting in shape. Neilson, Gary; Saddi, Joe Wed, 01 Oct 2003 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41902056?gko=4ab9b http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41902106?gko=db5ef To date companies have have attacked internal service costs from the supply side. Our client experience suggests that there are benefits from managing the demand for such services. Couto, Vinay; Kaul, Anil; Neilson, Gary; Saddi, Joe Mon, 12 May 2003 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41902106?gko=db5ef http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41902062?gko=bc5ab Peer into the hallways of any business unit, and you will likely find "shadow staff", people performing tasks that duplicate those performed elsewhere in the organization. No matter the industry, shadowm staffs lurk in the corners of most large enterprises. Once brought to light these positions can add another 30 to 80% to total support staff head counts. Neilson, Gary; Saddi, Joe; Spiegel, Eric Thu, 01 May 2003 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41902062?gko=bc5ab http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901876?gko=6dda0 "Business is flat. I need to cut overhead costs quickly to meet my earnings forecast. At the same time, I have to launch an even bolder round of restructuring to bring costs down 30 to 40 percent over the next three to five years. And I need to achieve these goals without undermining the core functional capabilities needed to keep my business moving and, ultimately, achieve above-market growth." Sound familiar? Seem impossible? Alvarez, Eduardo; Couto, Vinay; Neilson, Gary Sat, 22 Feb 2003 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901876?gko=6dda0 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/42340716?gko=150bc Encouraging and facilitating the "right" amount and type of senior management interaction is a constant challenge. If interaction is too frequent, too transactional or too structured, the management team gets bogged down in tactical minutiae. If interaction is too sporadic, too strategic, or too undisciplined, the dialogue will fail to drive real and substantive action. Chang, Jong; Neilson, Gary; Pigorini, Paolo; Saddi, Joe; Trépant, Hugo Sun, 15 Dec 2002 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/42340716?gko=150bc http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41902032?gko=c41e7 Senior executives continually lament the amount of time they spend wrestling with organizational problems rather than building their business. From the CEO on down, business leaders routinely express variations on the same fundamental themes -- "We have the right strategy and a clear action plan, but we can't seem to execute," "Our industry is undergoing tremendous upheaval, but our people either don't recognize it or won't do anything about it". Addressing these concerns-- or rather the critical organizational constraints that underlie them -- is often the key to unlocking superior financial performance. Kletter, David; Neilson, Gary Fri, 01 Nov 2002 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41902032?gko=c41e7 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41902108?gko=a878b The objective of this Viewpoint is to evaluate the nature and causes of the airline industry crisis and to propose a potential solution, drawing on experiences from other industries that have undertaken fundamental business model transformations. Ringbeck, Jürgen Fri, 14 Jun 2002 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41902108?gko=a878b http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41902064?gko=343ff Companies have invested millions of dollars and accumulated years of experience in running highly efficient internal shared services operations. Now many are wondering how to unleash the next wave of value. Many believe that the next breakout strategy will take the form of an extended enterprise play, in which shared services will move beyond the walls of the corporation, either as a seller of services to external customers or as a buyer and aggregator of external services for internal clients. Couto, Vinay; Kaul, Anil; Neilson, Gary Sat, 01 Jun 2002 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41902064?gko=343ff