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Michael Deimler is a senior partner and managing director in BCG's Atlanta office and was the global leader of BCG's strategy practice from 2005 to 2012. He coedited The Boston Consulting Group on Strategy (Wiley). He holds an MBA from The Wharton School.
RichARD Lesser is the president and chief executive officer of BCG. Before that, he was the firm's regional chairman of North and South America. He is based in New York and also has an office in Beijing. He holds an MBA from Harvard Business School.
David Rhodes is the chairman of BCG's global practices. He is a senior partner and managing director in BCG's London office and coauthor of Accelerating out of the Great Recession: How to Win in a Slow-Growth Economy. He holds an MBA from Harvard Business School.
Janmejaya Sinha is the chairman of BCG's Asia Pacific region. He is based in Mumbai and holds a PhD from Princeton's Woodrow Wilson School of Public and International Affairs.
Acknowledgments
Introduction
Section 1: Adaptive
Chapter 1: Why Strategy Needs a Strategy
Chapter 2: Adaptability: The New Competitive Advantage
Chapter 3: Systems Advantage
Chapter 4: Adaptive Leadership
Chapter 5: Competing on Capabilities
Section 2: Global
Chapter 6: Globality: The World Beyond Globalization
Chapter 7: The New Global Challengers
Chapter 8: Winning in Emerging-Market Cities
Chapter 9 :What the West Doesn’t Get About China
Chapter 10: The African Challengers
Section 3: Connected
Chapter 11: The Digital Manifesto
Chapter 12: Data to Die For
Chapter 13: The Collision of Power and Portability
Chapter 14: China’s Digital Generations 3.0: The Online Empire
Section 4: Sustainable
Chapter 15: The Benefits of Sustainability-Driven Innovation
Chapter 16: Creating Practical Consumer Value from Sustainability
Chapter 17: Potential Impacts of the New Sustainability Champions
Section 5: Customer first
Chapter 18: Breaking Compromises
Chapter 19: Brand-Centric Transformation: Balancing Art and Data
Chapter 20: Unlocking Growth in the Middle: A View from India and China
Chapter 21: Treasure Hunt
Section 6: Fit to win
Chapter 22: High-Performance Organizations
Chapter 23: Shaping Up: The Delayered Look
Chapter 24: Getting More from Lean: Seven Success Factors
Chapter 25: The Demand-Driven Supply Chain
Chapter 26: Pricing Fluency
Chapter 27: The IT Organization of the Future
Section 7: Value-driven
Chapter 28: The Experience Curve Reviewed
Chapter 29: The Rule of Three and Four: A BCG Classic Revisited
Chapter 30: The CEO as Investor
Chapter 31: Focusing Corporate Strategy on Value Creation
Chapter 32: Powering Up for Post Merger Integration
Chapter 33: Resilience – Lessons from Family Businesses
Section 8: Trusted
Chapter 34: Social Advantage
Chapter 35: From Reciprocity to Reputation
Chapter 36: The Return of the Politician
Chapter 37: Collaboration Rules
Section 9: Bold
Chapter 38: Thinking in New Boxes
Chapter 39: Rethinking Scenarios: What a Difference a Day Makes
Chapter 40: Business Model Innovation: When the Game Gets Tough, Change the Game
Chapter 41: The Deconstruction of Value Chains
Chapter 42: Time-Based Management
Chapter 43: The New “Low Cost”
Chapter 44: The Hardball Manifesto
Chapter 45: Leading Transformation
Section 10: Inspiring
Chapter 46: Jazz vs. Symphony
Chapter 47: Probing
Chapter 48: Smart Simplicity
Chapter 49: Strategic Optimism: How to Shape the Future in Times of Crisis
Chapter 50: Lessons from My Three Decades with the Change Monster
Contributors
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