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The 2012 Industry Digitisation Index
This second edition of the Booz & Company Industry Digitisation Study investigates the degree of digitisation across 15 industries in Europe. It allows to better understand which industries in which markets are leading the digitisation journey and what specific business areas companies in various industries focus their digitisation efforts on.
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The 2012 Chief Executive Study:
Time for New CEOs
This is the thirteenth year that Booz & Company has examined CEO successions among the world’s top 2,500 public companies. In 2012, 15.0 percent of CEOs at those companies left office, up from 14.2 percent in 2011; this is the second-highest rate of CEO successions in the history of our study. This year we also found that the incoming class of CEOs is mostly composed of familiar faces.
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Consumerisation
Booz & Company strongly believes that consumerism is a revolutionary force that will fundamentally alter the status quo in the health industry. We work with our clients—payors, hospitals and health systems, and life sciences companies—as they seek to understand all the implications of this new world and become leaders in the consumerization of healthcare.
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This Is for Everyone: The Case for Universal Digitisation
Written with the well-known cross-sector charity Go ON UK, this report presents the socioeconomic case for universal digitisation, particularly in the United Kingdom. Based on quantitative research, it highlights the socioeconomic case for improving the digital infrastructure and promoting usage.
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Management Engineers Joins Booz & Company
Booz & Company is pleased to welcome international consulting company Management Engineers to the firm. The combination brings together two firms with a similar heritage and complementary service offerings—practical strategists who work alongside their clients to get the job done.
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The Grass Isn’t Greener
It’s amazing how often executives rush to the conclusion that their problems are simply a function of a decline in their core markets. There’s bound to be greener grass somewhere, isn’t there? Actually, no. Our analysis of shareholder returns of more than 6,000 companies shows that the idea that some industries are superior does not hold true.
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Fit for Growth*
In an uneven business climate, companies need to transform how they operate, while creating the capacity to invest in growth. That starts by articulating a clear and compelling cost agenda, continues with the building of lean processes, systems, operations, and organization, and culminates in the institutionalization of capabilities that keep companies fit.
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Digitization
Thanks to digitization, companies across industries are racing to migrate "analog" approaches to customers, products, services, and operating models to an always-on, real-time, and information rich marketplace. In doing so, these companies secure not only continued relevance, but also superior returns.read more > |
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2013 Industry Perspectives
Find out how companies can plan for and address the trends specific to their industry and adapt to broader changes, such as the post-presidential-election business climate, the potential impact of new technologies, and the emphasis on structural and investment innovations that will drive profitability and company growth in the future.
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The Global Innovation 1000 Study
In addition to our annual analysis of R&D spending trends, the 2012 Global Innovation 1000 study focuses on the “fuzzy front end” of the innovation process: the tools, mechanisms and networks companies use to generate ideas and effectively convert them into potential future products and services.
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Capabilities-Driven Strategy
The power of coherence: A company's right to win in any market depends not just on external market positioning, and not just on internal capabilities—but on a coherent strategy that aligns them at every level. Our research has revealed three interlocking elements that make up a capabilities-driven strategy.
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