| | | | | A new report by The Rockefeller Foundation and Boston Consulting Group finds that without standardized taxonomies, it can be difficult—if not impossible—for catalytic investors to trace financing flows and pinpoint gaps that they can meaningfully target. | | | | | | | | |
|
| | Sending and receiving goods across borders is becoming so complex—and the penalties for missteps so steep—that risk management in trade increasingly demands attention from the C-suite. | | | |
| The green revolution is taking off, but the transition must be managed thoughtfully to be as fair and inclusive as possible. We have a once-in-a-lifetime opportunity to get it right. | | | |
|
| Chronic new vehicle shortages, the EV transition, and the rise of digital retail are disrupting the traditional business models of brick-and-mortar dealerships. Many are underprepared. | | | |
| Business and Organizational Purpose | | | | |
| Some organizations are champions for social change, while others try to maintain a lower profile. All of them need a dedicated corporate-activism capability. | | | |
| Corporate Finance and Strategy | | | | |
| Sustainability has become inseparable from financial success, making finance leaders key players. Only they can hardwire this new priority into steering and performance management. | | | |
| Many of the original architects of digital disruption are slowing down, squeezed between a new class of digital incumbents that are gaining traction and a younger crop of speedy digital innovators. To get back on track, they need a renewed focus on the factors that drove their initial success. | | | |
| Companies can use the disruptive power of gender diversity to elevate innovation, resilience, and financial performance to new levels. | | | |
| PERSPECTIVES ON STRATEGY AND VALUE | | | Sign up for our latest offering, Perspectives on Strategy and Value, for insights on how to create sustainable value in an uncertain world. | | | | | |
| Here's what matters most to consumers—and what brands and retailers should be focused on—as we enter the biggest sales event of the year. | | | |
| Digital, Technology, and Data | | | | |
| Your digital infrastructure probably generates more carbon emissions than you think—and AI may make it worse. It's time for sustainable software. | | | |
| Cloud FinOps helps companies manage and get more value from their cloud spending. Getting it right requires robust change management. | | | |
| Our recent survey shows that using artificial intelligence at work benefits both organizations and employees. Increasing employee awareness, trust, and understanding of AI further enhances its value. | | | |
| How can deep tech help companies stay profitable while becoming sustainable? The answer lies in a combination of advanced technology and new business models. | | | |
| Diversity, Equity, and Inclusion | | | | |
| The US care economy is broken. Getting it right is vital to economic prosperity and societal well-being. | | | |
| Pharma has invested billions in cell and gene therapies. Gene editing is making a case for more of this funding, but companies need to understand what they're investing in and why. | | | |
| A confluence of factors means the time-tested approaches to cost control won't work. Insurers need to rethink how they achieve more with less while maintaining a strong customer focus and employee value proposition. | | | |
| To become leaders in the field, biopharma companies must understand unmet needs and evolving standards of care and make greater use of real-world evidence. | | | |
| Shape the Future of Health Care | | | The pandemic has upended health care as we know it, leaving lasting effects on biopharma, medtech, payers, providers, health systems, and services organizations alike. Subscribe for the latest insights on the future of the industry. | | | | | |
| Chemical companies are shifting to a new, multifunctional, more collaborative form of R&D, where growth depends on their ability to engage with the outside world. | | | |
| Constant, enhanced connectivity—at less cost and with more capabilities—allows companies to offer new products and services that drive growth and create customer value. | | | |
| The agency model of the future reflects both what customers want and what insurers need. | | | |
| Banks' rich customer data helps them create customized insurance products that give them a significant advantage over traditional insurers. For bancassurers, it's time to get personal. | | | |
| Higher levels of automation and flexibility help manufacturers offset labor shortages while boosting service and safety. | | | |
| BCG's new benchmark reveals that only 10% of companies are truly prepared for supply chain disruptions. Where do you stand? | | | |
| Building resilience and promoting sustainability while maintaining cost efficiency, service levels, and growth requires redesigning your network—and that will take several years. Better get started. | | | |
| Nordic consumer confidence is at its lowest in over 20 years —dropping below that of the COVID-19 crisis and even the great recession of 2008. With soring energy prices, high inflation, rising interest rates, and a potential Nordic recession, a large majority (73 %) of consumers are worried about their personal finances and just as many (72 %) believe they will be able to afford less or much less in the coming six months. | | | |
| The cost of food is rising rapidly, and hunger is on the increase. What will it take to build a better way to feed the world? | | | |
| Once regarded as punitive actions, equity assessments are emerging as rich opportunities for organizations willing to take a closer look at their DEI practices. | | | |
| Technology, Media, and Telecommunications | | | | |
| Modern partner ecosystems offer multiple advantages to software firms—but many struggle to build one. Here are five critical strategies for success. | | | |
| Global preeminence in this critical industry sector is not guaranteed. What are the risks to US leadership, and what steps should it take if it aims to defend its position? | | | |
| The best approach to zero-based transformation comes from treating all spending as investment and making the CFO a key strategist for generating value. | | | |
|
 | Discover new insights, ideas, and perspectives that are shaping the future of business and society.
| | |
| Boston Consulting Group
200 Pier Four Boulevard
Boston, Massachusetts 02210, USA | |
| | |
