http://www.booz.com Private Equity RSS feed from Booz & Company. Tue, 07 Feb 2012 23:04:08 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/50136149?gko=6b75e As we move into a new era of Internet growth fueled by new and emerging technologies, it will be increasingly important to understand the effect that regulatory changes might have on the Internet's growth. One area currently being debated is digital copyright, and regulators are now evaluating several potential changes to current law that could have a large impact not only on content providers and distributors but also on how users themselves interact with content. Our research goal is to understand how these changes might affect the level of early-stage investment. Ahmed, Tashfeen; Le Merle, Matthew; Pencavel, Christopher; Sarma, Raju Mon, 06 Feb 2012 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/50136149?gko=6b75e http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/50103490?gko=3d6fd The enormous popularity of tablet computers among consumers is forcing enterprises of all sizes to accept them as part of their technology arsenal as well. Much of this activity has been driven from the top down, beginning with top executives and board members of large enterprises, but that will likely change soon, as the productivity gains from new ways of using the devices become clearer. Appling, George Thu, 19 Jan 2012 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/50103490?gko=3d6fd http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/50066231?gko=ae824 As technology projects increase in complexity, public and private organizations are searching for new mechanisms to control their costs and ensure systems deliver what they need. In doing so, they should go beyond the traditional project management office and consider a strategic implementation office, which extends the scope of oversight and is thus able to prevent common pitfalls before they occur. Bitar, Jad; Shehadi, Ramez; Tohme, Walid; Naamani, Mohamad Mon, 09 Jan 2012 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/50066231?gko=ae824 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/50041441?gko=dbb48 Private-sector companies in GCC countries have an opportunity to address several pressing issues, including nationalization imperatives, local unemployment, and their own talent gaps, by attracting more national women into their workforce. Hoteit, Leila; Shehadi, Ramez; Lamaa, Abdulkader; Tarazi, Kamal Tue, 20 Dec 2011 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/50041441?gko=dbb48 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/50030291?gko=79493 The pace of digitization is picking up rapidly but the speed at which digitization is taking place varies a great deal from industry to industry. To gain a better understanding of the relative degree to which digitization is transforming different industries, we have created the Industry Digitization Index. Whether they are currently digitization leaders or laggards, all industries can benefit by investing in the input, processing, and output capabilities needed to extend their digital footprints throughout their business ecosystems. Friedrich, Roman; Gröne, Florian; Koster, Alex; Le Merle, Matthew Tue, 13 Dec 2011 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/50030291?gko=79493 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49953075?gko=43985 New startup companies have long been an important driver of innovation and economic growth in the U.S., and few of them would have grown to maturity without early-stage financing. This study, based on a survey of almost 200 angel investors and interviews with 20 prominent venture capitalists, analyzes the extent to which this financing might be affected by the copyright regulatory environment. Ahmed, Tashfeen; Le Merle, Matthew; Pencavel, Christopher; Sarma, Raju Tue, 15 Nov 2011 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49953075?gko=43985 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/50099720?gko=f24f0 В предыдущих отчетах по исследованию цикла «Глобальные лидеры инноваций» (Global Innovation 1000) мы видели, что компании, ориентирующиеся на разработку самых передовых продуктов и услуг, можно отнести к одной из трех основных моделей стратегии развития инноваций: «выявление новых потребностей» (Need Seekers), «понимание рынка» (Market Readers), и «технологическое лидерство» (Tech Drivers). В этом году в нашем седьмом ежегодном отчете по проведенному исследованию 1000 крупнейших в мире компаний по инвестициям в исследования и разработки основное внимание уделяется взаимосвязи между тремя моделями стратегии, культурой и организацией и финансовыми результатами. Основной вывод состоит в том, что корпоративная культура принципиально важна для успешности инноваций, и ее воздействие на эффективность деятельности может быть измерено. Jaruzelski, Barry; Loehr, John Tue, 25 Oct 2011 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/50099720?gko=f24f0 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49867677?gko=3607a In past editions of the Global Innovation 1000, we found that companies focused on developing cutting-edge products and services fall under one of three fundamental innovation strategy models: Need Seekers, Market Readers, and Tech Drivers. This year, our seventh annual study of the world's 1000 largest corporate R&D spenders focuses on the link between the three strategy models, culture, and organization -- and their effect on companies' alignment to innovation objectives and the impact on financial performance. The key finding: culture is key to innovation success, and its impact on performance is measurable. Jaruzelski, Barry; Loehr, John Mon, 24 Oct 2011 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49867677?gko=3607a http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49841949?gko=7fde1 Booz & Company, Korn/Ferry International, and the Association of National Advertisers (ANA) recently conducted a survey of 350 senior marketing professionals across many industries to find out how the role of marketing is evolving. This Leading Research presents the findings and our analysis. Pandit, Yogesh; Ripsam, Thomas Wed, 12 Oct 2011 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49841949?gko=7fde1 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49820007?gko=df5dd Booz & Company and Buddy Media recently conducted a survey of North American marketers to learn more about how companies are embedding social media into their marketing organizations and activities. This Leading Research summarizes the results of that survey. Premo, Karen; Vollmer, Christopher Tue, 04 Oct 2011 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49820007?gko=df5dd http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49794335?gko=7268f Many business transformation programs entail developing new capabilities that have a substantial IT component. A critical success factor for the transformation program is the adoption of the new capabilities (including technology) by users. A business value realization (BVR) program preps users to accept, absorb, and adopt new capabilities, and ensures management understands and supports the level and type of preparation that's needed. Nair, Ramesh; Pillai, Manoj; Nayar, Ajay; Kumar, Shivani Wed, 21 Sep 2011 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49794335?gko=7268f http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49704545?gko=62c5f Certain companies are singularly adept at adapting their business to create and sustain value over time, but most are not. It's here that the example of top-tier private equity (PE) firms can be illuminating and useful. In this Perspective we explore seven private equity lessons that public companies can apply or adapt. Couto, Vinay; Divakaran, Ashok; Hawkes, Harry; Caglar, Deniz Tue, 23 Aug 2011 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49704545?gko=62c5f http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49651182?gko=0c394 Leading companies are capturing scale from transactional activities and developing advantaged capabilities using marketing shared services--a coordinated, consistent, and collaborative approach to their marketing service delivery model. This Perspective outlines a four-step program that companies can apply to avoid pitfalls and adopt best practices as they adopt or expand their marketing shared services model. Kapoor, Namit; Landry, Edward; Ripsam, Thomas Tue, 02 Aug 2011 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49651182?gko=0c394 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49639031?gko=d6c01 To create successful partnerships, an IT project sourcing strategy should answer three critical questions: What is the desired target or result for the project? Who should the organization partner with to deliver results? How should a partner be selected? Bitar, Jad; Shehadi, Ramez; Tohme, Walid; Ramamoorthy, Chandrasekar Mon, 01 Aug 2011 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49639031?gko=d6c01 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49635335?gko=b2a74 This Perspective outlines the tools most likely to form the basis of an external innovation capability, and details the questions that Chief Innovation Officers will need to answer in order to develop a business plan that can be presented to the entire executive team. Le Merle, Matthew; Campbell, Jamie Thu, 28 Jul 2011 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49635335?gko=b2a74 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49625143?gko=09902 Business leaders are cautiously optimistic about the future of Europe and see an opportunity to revitalize the European Dream, according to this study from INSEAD and Booz & Company. Some 2,000 business leaders were surveyed on how the EU should move forward to ensure its place as a global player. The survey was launched as part of the inaugural The State of the European Union forum. Karlsson, Per-Ola Thu, 07 Jul 2011 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49625143?gko=09902 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49582410?gko=2d3e6 Digitization is reaching an inflection point. Three powerful forces are driving the shift: consumer demand, the push for new technologies, and the prospect of even greater economic benefits. This Perspective provides guidance to CEOs and their man­agement teams about the relevance of digitization in their respective industries, and the factors most likely to accelerate or decelerate the digitization phenomenon. Friedrich, Roman; Koster, Alex; Le Merle, Matthew; Peterson, Michael Tue, 28 Jun 2011 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49582410?gko=2d3e6 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49557056?gko=ab61b The seemingly unending stream of data breaches could be avoided or mitigated with a rigorous approach and a proactive process for risk management. Such an approach can make all the difference when senior management is called to account in the aftermath of a crisis. Gazzini, Alessandro; Holt, Matthew Wed, 08 Jun 2011 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49557056?gko=ab61b http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49532304?gko=f0f24 The world as a whole is being shaped by a demographic megatrend: increasing aging and dependency. To better understand aging and its effects, Booz & Company introduces an approach that we call new demographics. Bernnat, Rainer; Moujaes, Chadi N.; Najjar, Mazen Ramsay; Shediac, Richard Tue, 31 May 2011 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49532304?gko=f0f24 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49432667?gko=de3a0 Organizations should follow a rigorous approach to determine who the Pride Builders are, and then build on their insights and capabilities to influence behaviors. Pride Builders can be helpful allies in spreading both motivational behaviors and performance behaviors. In practice, an eight-step tactic we call a performance pilot is often valuable in gaining insights and demonstrating impact. Katzenbach, Jon; Post, Laird; Viriot, Aurelie; Gruber, Jonathan Thu, 21 Apr 2011 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49432667?gko=de3a0 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49377584?gko=893b0 Too often, the boards and leaders of large companies are unaware of the risks involved in black swan events, unnecessarily exposing their organizations, their shareholders, and themselves to grave consequences. The solution to this problem is disrupter analysis. Le Merle, Matthew Mon, 11 Apr 2011 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49377584?gko=893b0 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/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/49085975?gko=7ece7 The formation of health insurance exchanges in 2014 is fundamental to the U.S. Patient Protection and Affordable Care Act. Booz & Company has developed new fact-based perspectives on the forces shaping exchanges, and their impact on health plans. Health plans must actively engage now with state regulators to create an exchange marketplace that is sustainable over time, while developing a strategy for their participation in exchanges. Ahlquist, Gary; Andriolo-Bull, Patricia; Kaura, Ashish; Pottharst, Robert Mon, 14 Feb 2011 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49085975?gko=7ece7 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/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/48814302?gko=dc9e4 The structure and productivity of sales forces have turned into major concerns for many C-level executives. Every sales force redesign needs to address two fundamental questions: How many sales forces are needed? And what is the optimal reporting structure? It also needs to be executed flawlessly. Dubey, Akshat; Kapoor, Namit; Ripsam, Thomas Mon, 15 Nov 2010 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/48814302?gko=dc9e4 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/48814282?gko=57edd In the current economic environment, there is increasing interest in the concept of "zero-basing" cost and activity levels. Although the concept of zero-basing is understood in theory, it is often misapplied. A structured and pragmatic approach to zero-basing can help achieve sustainable cost reduction while protecting key activities. Clark, Andrew; Groves, Stuart; Nordahl, Hege; Waterlander, Otto Mon, 15 Nov 2010 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/48814282?gko=57edd http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/48738226?gko=0f32e Getting the most out of a business intelligence deployment means following a rigorous set of guiding principles, assigning clear roles and responsibilities, and managing change throughout an organization. It also means working closely with an ecosystem of partners, and getting the right metrics to the right people at the right time. Kurtzman, Kenny; Michaels, Adam Wed, 13 Oct 2010 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/48738226?gko=0f32e http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/45903854?gko=b6141 Along with the rest of the country and the world, the San Francisco Bay Area is struggling through a steep economic decline, although Bay Area companies are faring considerably better than most. The Bay Area Council Economic Institute (BACEI) and Booz & Company recently partnered to survey leading companies in this important region to understand both their strategies for addressing immediate concerns and for long-term recovery. Our findings reveal the Bay Area has plenty of reason for optimism, and it will likely retain its privileged position and emerge from the downturn strong and positioned for continued growth. Clausen, Kim Bruun; Cuellar, Max; Nallicheri, Melanie I. Thu, 18 Jun 2009 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/45903854?gko=b6141 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/42905985?gko=a0002 As the Brazilian economy grows and becomes more complex, the mechanisms that represent shareholders and debt holders must become more sophisticated. Each company must take a tailored approach to corporate governance that suits its needs and ensures lasting change and the long-term sustainability of the enterprise. Pigorini, Paolo; Ramos, Arthur; de Souza, Ivan Mon, 27 Oct 2008 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/42905985?gko=a0002 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/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/41901818?gko=2f18e Harvard Business School professor Joseph L. Bower believes that only home-grown leaders have the sense of history and respect for culture to bring companies through major transitions. But not every insider is up to the job. Wheeler, Steven Tue, 11 Dec 2007 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901818?gko=2f18e http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901798?gko=32f2b This comprehensive look at leadership shows how CEOs and their teams can create the kind of company in which executives can thrive. Wheeler, Steven Tue, 27 Nov 2007 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901798?gko=32f2b http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901800?gko=bbf6f This year, the study of world's 1,000 largest corporate R&D spenders finds two primary success factors: aligning the innovation model to corporate strategy and listening to customers every step of the way. Jaruzelski, Barry; Dehoff, Kevin Tue, 27 Nov 2007 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901800?gko=bbf6f http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901888?gko=5167d Acquiring and integrating companies is a risky business anywhere in the world, with a 50 percent success rate at best. In Asia, buying companies can be even trickier than elsewhere. Cainey, Andrew; Tse, Edward Fri, 09 Nov 2007 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901888?gko=5167d http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901822?gko=9e4ed This article provides a rare in-depth look into Lego's transformation as it rationalized and streamlined its product development, sourcing, manufacturing, and distribution. Samakh, Edouard; Oliver, Keith; Heckmann, Peter Fri, 28 Sep 2007 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901822?gko=9e4ed http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901868?gko=1ad3e Many consumer packaged goods (CPG) manufacturers are so focused on generating additional volume that the overall efficiency of their trade spend investment is low. Alexander, Trey; VanDelden, Hans Sat, 01 Sep 2007 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901868?gko=1ad3e http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901832?gko=afb92 To succeed in China, multinationals will need to take the familiar list of three C's (customers, company, and competitors) and add one more: context. Tse, Edward Sat, 01 Sep 2007 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901832?gko=afb92 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901838?gko=a3029 Ten critical factors -- from setting aggressive targets to balancing the need for new capabilities with the need to cut costs -- that can prevent common mistakes in major change programs. McGrath, Jack; Neilson, Gary Tue, 28 Aug 2007 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901838?gko=a3029 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901918?gko=5a08e Companies facing the prospect of radical change often succeed in engineering the business aspect of the change, but fall short in genuinely engaging key stakeholders in understanding and embracing the change. Aguirre, DeAnne; Hannegan, Christopher; Neilson, Gary Wed, 15 Aug 2007 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901918?gko=5a08e http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901934?gko=c8dab For years, most call center managers have placed increasing productivity and improving customer service at the top of their agenda. Yet despite significant investment in new technologies, not much has changed, with average utilization rates hovering well below established benchmarks. Why the lack of progress? Because the cause of underperformance wasn't -- and isn't -- primarily technical. Among the many call centers the authors studied, the primary differentiator between top performers and average performers isn't technological but structural. This whitepaper offers organizational recommendations that can improve performance. Camarate, Jorge; Sanderson, Muir Wed, 15 Aug 2007 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901934?gko=c8dab http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901900?gko=c3997 Taking the Smart Center approach may be the single biggest step that companies can take to improve service as well as control overall costs in their call centers. Kohler, Philip; Sanderson, Muir; Smith, Fiona Tue, 14 Aug 2007 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901900?gko=c3997 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/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/41901982?gko=0002b Although the end of trade spending may be on the horizon, its demise is not occurring fast enough for most consumer packaged goods (CPG) executives: Manufacturers sink a significant amount of cash into trade spending in combination with other customer spend--as much as 28 percent of gross sales. But thanks to two specific changes in the way manufacturers are approaching their retail partners, the days of trade "spending" as a losing investment may be giving way to an era in which trade investment is a win-win. Leinwand, Paul; Treppo, Steven Fri, 29 Jun 2007 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901982?gko=0002b http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901932?gko=06e7f Before moving to cash in on businesses you think will be attractive, it is worth taking a hard look at the process of divestiture. Whether it's an outright sale or even a spin off to shareholders, in today's business environment splitting off pieces of a business is much harder than it appears. It can have an impact on not only the divested entity, but the seller itself. Adolph, Gerald; Neely, J Tue, 01 May 2007 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901932?gko=06e7f http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901896?gko=d5751 For years, the prevailing wisdom has dictated a lean, mean corporate core. There's nothing wrong with this logic, but the implied premise that "bigger means bloated" is faulty. Couto, Vinay; Neilson, Gary Tue, 03 Apr 2007 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901896?gko=d5751 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901904?gko=51ec3 Traditional cost-cutting programs only address an organization's structure and overlook the other aspects of Org DNA that affect costs: decision rights, information flows, and motivators. Ericksen, Matthew; Powers, Elizabeth; Ribeiro, Frank Tue, 03 Apr 2007 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901904?gko=51ec3 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901850?gko=0535c M&A collars are a useful but under-used tool for both negotiating transactions and managing deal risk. Adolph, Gerald; Pettit, Justin Tue, 03 Apr 2007 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901850?gko=0535c http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901962?gko=f600a Facing intense competition -- especially in manufacturing, where productive overcapacity has relentlessly driven down the prices of many goods -- Chinese companies are acknowledging that they will have to do things differently. Tse, Edward Wed, 14 Feb 2007 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901962?gko=f600a http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901880?gko=c9e36 With the right plan and effective execution, offshoring can be a critical step toward the creation of an integrated regional service network. Cainey, Andrew; Haddock, Ronald Mon, 18 Dec 2006 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901880?gko=c9e36 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901802?gko=c21c3 Once again, Booz Allen's annual study of the world's 1,000 largest corporate R&D budgets shows that high investment can't buy success. Jaruzelski, Barry; Dehoff, Kevin Fri, 01 Dec 2006 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901802?gko=c21c3 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901928?gko=20eea This whitepaper posits that all too many companies fail to look beyond the traditional downside risks to their business to consider the upside risks, such as missed growth opportunities. Schirra, Wolfgang; Waterlander, Otto Mon, 01 May 2006 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901928?gko=20eea http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901910?gko=e4836 Given China's tumultous market environment, companies need to take a flexible approach and respond quickly to sudden changes in supply and demand patterns. Haddock, Ronald; Tse, Edward Sat, 01 Apr 2006 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901910?gko=e4836 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901938?gko=94af5 This white paper spells out the answer to one of the most fundamental dilemmas facing any company entering China today: Do we go in alone, or do we find a Chinese partner? Tse, Edward Wed, 01 Mar 2006 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901938?gko=94af5 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901840?gko=324f0 Lavish R&D budgets don't guarantee performance. A new Booz & Company study of the world's 1,000 biggest spenders reveals the value of an innovation dollar -- and the basics of a better strategy. Dehoff, Kevin; Jaruzelski, Barry Thu, 01 Dec 2005 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901840?gko=324f0 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41979320?gko=68c26 Process complexity is one of the silent killers of profitability. Any time a new product is added or changed or a service level is increased without addressing complexity the result is a process that is a little more cumbersome and a little more costly. Over the long haul, many good strategies go wrong simply because of the drag created by all those incrementally increasing costs. CIOs have an important role to plan in managing that complexity. Egol, Matthew; Hirsh, Evan; Irwin, Gil; Martin, Karla; Rao, Giridhar Fri, 01 Jul 2005 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41979320?gko=68c26 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901992?gko=98a97 China is in a unique position to proactively address HIV/AIDS while rates of infection are still relatively low (0.07%). Businesses have the opportunity to not only prevent the growth of HIV/AIDS, but to help mitigate the long-term economic costs of the disease for both individual companies and China's economy. Beever, Charles; Tse, Edward Sat, 14 May 2005 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901992?gko=98a97 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901912?gko=4825c According to a recent Booz & Company study, European executives are setting ambitious innovation performance targets for the next three years. Respondents not only seek to boost their return on innovation investment by an impressive 29 percent, but they also hope to increase product/service introductions while shortening time to market, increasing quality, and decreasing product/service costs. Hauser, Richard; List, Georg Thu, 05 May 2005 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901912?gko=4825c http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/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/41901908?gko=c8ef2 Many elements of the CFO's expanded, everyday role become more crucial in a merger, and success in these areas can help beat the odds and create a transaction that delivers. Adolph, Gerald; McNeese, Cynthia Thu, 20 Jan 2005 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901908?gko=c8ef2 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901920?gko=96324 This study outlines the elements of an effective early warning system and the surprises that can occur if one element is missing or underemphasized, or if the relationships between them are out of balance. Kerins, Jason; McNeese, Cynthia Thu, 20 Jan 2005 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901920?gko=96324 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/42102610?gko=10757 Taking a strategic approach to purchasing will drive sustainable results across the organization. A successful procurement agenda needs to address four key dimensions: processes, organization, technology, and performance management McKenna, Matthew Wed, 15 Dec 2004 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/42102610?gko=10757 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/42340540?gko=9fd38 Burdened with multiple layers of management, these organizations tend to suffer from "analysis paralysis." When they do move, they move slowly and reactively, often pursuing opportunities later or less vigorously than their competitors. More consumed with the trees than the forest,managers spend their time checking one another's work, rather than scanning the horizon for opportunities or threats. These organizations are frequently bureaucratic and political in nature and tend to frustrate self-starters and results-oriented individuals. Mitchell, Deanna; Neilson, Gary Wed, 15 Dec 2004 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/42340540?gko=9fd38 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901924?gko=60394 It's planning time again. For most, this is a painful exercise. In the worst cases, the resulting plan is more aspiration than inspiration. Unrealistic sales targets, sandbagged expense budgets, and other hopes are forged into next year's roadmap. Stacks of reports and terabytes of data are generated but often ignored during interminable planning meetings. After all that, the plan is forgotten in a few months. Do any of these aspects sound familiar? Heinz, Irmgard; Kerins, Jason; McNeese, Cynthia Mon, 18 Oct 2004 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901924?gko=60394 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901874?gko=740c1 In collaboration with the Association of National Advertisers, the leading U.S. marketing trade organization, Booz Allen Hamilton surveyed 370 people at more than 100 companies in nine industries in an attempt to discover whether marketing is in fact disconnected from the leadership agenda, determine the causes of any dysfunction, and uncover the best practices of superior marketing organizations. Hyde, Paul; Landry, Edward; Tipping, Andrew Mon, 11 Oct 2004 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901874?gko=740c1 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901956?gko=ba47d So congenial as to seem conflict free, the Passive-Aggressive Organization breeds a culture of simulated compliance where "everyone agrees but nothing changes." Building a consensus to make major changes is no problem; it's implementing the changes that can prove impossible. Kellner, Karl; Neilson, Gary Wed, 18 Aug 2004 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901956?gko=ba47d http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41902104?gko=ebcd1 Much as an athlete's true mettle is tested under the pressure of competition, an organization's corporate values are never as strained as when a company is in the midst of a major transformation. Aguirre, DeAnne; Burger, Christian; Krings, Joerg; Tipping, Andrew Fri, 16 Jul 2004 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41902104?gko=ebcd1 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901960?gko=db3c7 Product development has universally been identified as a key driver for growth and value creation. As a result, companies are focusing significant investments on the pursuit of the so-called "killer idea". In our opinion however, successful product development for many companies is not so much about developing "killer ideas" as about being able to control their product development activities and ensuring scarce resources are used in the most efficient and effective way. List, Georg; Mensing, Peter; Veldhoen, Steven Mon, 12 Jul 2004 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901960?gko=db3c7 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/43000314?gko=5b6df Managing change is a critical component of any major transformation. It is a necessary process that helps companies successfully implement new strategies. Change management gets results by building sponsorship from the top, creating leaders who will act as change agents, and by changing behaviors in frontline teams and individual employees in business units. Aguirre, DeAnne; Hyde, Paul; Neilson, Gary; Tipping, Andrew Tue, 15 Jun 2004 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/43000314?gko=5b6df http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/43000323?gko=9f146 Service organizations face unprecedented challenges in today's business environment. Customers demand better service and more customized offerings. Sales managers push for incremental evenue, improved retention, and higher service levels. And senior management expects the virtually impossible--meaningful cost cutting at the same time as new product launches, acquisition integrations, and new market entry. Bailey, Curt; Nallicheri, Narayan Tue, 15 Jun 2004 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/43000323?gko=9f146 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41903715?gko=0bc57 With the continued uncertainty in global markets, the ability to bring large-scale programs to a successful conclusion has become even more critical for the survival of many Fortune 500 companies--regardless of whether they are under pressure to achieve multibillions of dollars in savings or to realize revenue synergies from an acquisition.Our experience in many large-scale transformations has taught us that things can go wrong without a dedicated, structured, and comprehensive program management approach. Lauster, Steffen M.; Ripsam, Thomas Tue, 01 Jun 2004 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41903715?gko=0bc57 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41902022?gko=40146 There comes a point in any successful change movement when a great truth dawns on those involved: The inevitability and wisdom of the ongoing change is finally understood, and the new reality accepted. And what typically evokes this realization? Not hard data, nor a new process, nor an edict from above. Aguirre, DeAnne; Neilson, Gary; Schirra, Wolfgang; Tipping, Andrew Sat, 01 May 2004 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41902022?gko=40146 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901804?gko=43a3f Tools and techniques to help companies transform quickly. Aguirre, DeAnne Thu, 15 Apr 2004 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901804?gko=43a3f http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901792?gko=a388f For most companies, significant challenges remain in improving the cost-effectiveness of their internal services. As the external environment shifts for a company's core business and the marketplace for G&A services, so too does the internal economy of the firm as BU customers demand increasingly customized services. In this charged environment, G&A practices are evolving rapidly and fundamentally. This report examines both the traditional and leading-edge approaches to G&A management andtheir impact on company performance. Couto, Vinay; McNeese, Cynthia; Pigorini, Paolo Thu, 15 Apr 2004 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901792?gko=a388f http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/42102950?gko=8b660 Strong leadership, collaborative partnership, results-based funding, and balanced prevention, treatment, and care were found to be critical success factors in the fight against HIV/AIDS. These conclusions were the result of a strategic simulation conducted by business, government, and civil society executives in New Delhi, India, in October 2003. Beever, Charles Mon, 15 Mar 2004 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/42102950?gko=8b660 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/42340537?gko=70d11 The most successful strategy-based transformations follow a three-phased approach that integrates the development and implementation of the strategy/operating model with the process for driving the human and emotional elements of change. As is the case with the coaching staff on the gridiron, the roles of the CEO and top team will change across the three phases of the transformation.Phase 1: Engaging the Top and Leading the ChangePhase 2: Cascading Down and Breaking BarriersPhase 3: Mobilizing the Base and Creating Ownership Aguirre, DeAnne; Hyde, Paul; Krings, Joerg; Neilson, Gary; Schirra, Wolfgang; Tipping, Andrew Mon, 15 Mar 2004 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/42340537?gko=70d11 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41902024?gko=9a9bb Success at large-scale transformation demands more than the best strategic and tactical plans, the traditional focus of senior executives and their advisers. It requires an intimate understandingof the human side, as well--the company's culture, values, people, and behaviors that must be changed to deliver the desired results. Plans themselves do not capture value. Value is realized only through the sustained, collective actions of thousands or tens of thousands of employees who are responsible for designing, executing, and living the change. Neilson, Gary Mon, 01 Mar 2004 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41902024?gko=9a9bb http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/42340410?gko=6fd05 In recent years, as top-line growth has stalled, companies have had to get creative about cost reduction. As always, they are looking first to pare expenses in internal services. What is different is the lens they are applying; the perspective has broadened. Instead of relying solely on supply-side tactics to cut costs (e.g., process reengineering, automation, outsourcing, offshoring), companies are now managing the demand for internal services as well, challenging both service providers and business-unit customers to make serious affordability and service level trade-offs. Couto, Vinay; Pigorini, Paolo; Saddi, Joe Wed, 15 Oct 2003 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/42340410?gko=6fd05 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41902110?gko=4d9b7 The business process reengineering approach popular in the mid- to late-'90s may have delivered on the initial cost reduction front, but it is ill-equipped to evolve with new market requirements. Neilson, Gary; Saddi, Joe Sat, 11 Oct 2003 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41902110?gko=4d9b7 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/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/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/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