Opportunities for Action in Industrial Goods. Asset Productivity: A Potent Lever for Competitive Advantage

Size: px
Start display at page:

Download "Opportunities for Action in Industrial Goods. Asset Productivity: A Potent Lever for Competitive Advantage"

Transcription

1 Opportunities for Action in Industrial Goods Asset Productivity: A Potent Lever for Competitive Advantage

2 Asset Productivity: A Potent Lever for Competitive Advantage With economic growth stubbornly elusive, demand trends unclear, and prices under strong pressure across industrial goods markets, leading companies remain highly focused on improving operational performance. And no wonder: in many cases, margin improvements of just 1 to 2 percent can determine whether a contract is profitable or whether a business meets its ROI targets. So industrial companies continue relentlessly reducing their cost and capital bases through restructuring their operations, tightening their supply chains, and postponing investment. Surprisingly, those same companies frequently ignore another potent lever for operational improvement: asset productivity. Raising asset turns, particularly on working assets, is often the most powerful lever available for improving shareholder value over the short and medium terms. Moreover, because most companies have already undertaken major cost-reduction programs, asset productivity often holds more potential than does continued cost cutting for immediate and substantial impact on shareholder value. Raising asset productivity by 10 or 15 percent by reducing payables, receivables, and work in progress can often translate into gains in shareholder value of 30 to 40 percent. So why aren t more companies reaping these benefits? The answer is that many companies assume that they have already boosted their asset productivity about as high as it can go. Our experience, however, suggests that they are almost always mistaken.

3 Rethinking Asset Productivity Companies typically see improving working-asset productivity in its simplest terms: paying later and collecting sooner. Although it is true that payables and receivables are major components of the working capital base, leaning on suppliers or deploying SWAT teams to aggressively collect overdue invoices does little to create lasting improvement. In fact, such strongarm tactics can even harm competitiveness by pushing reliable suppliers to the wall or straining key customer relationships. Leading-edge practitioners of asset productivity management attend to far more than simple one-time efforts. Closely analyzing payment and invoicing processes inevitably yields tremendous opportunities to make permanent improvements, especially in those activities that extend beyond finance and that cross functions and regions. In project businesses, for example, redefining payment and invoicing milestones and improving claims management can be powerful levers. Both require close collaboration among sales, manufacturing, and project teams. For some companies, the greatest opportunities to improve working capital productivity lie in reducing work in progress, often through programs designed to cut cycle times or inventories, even though such efforts are more commonly associated with operational effectiveness or quality initiatives. Whatever combinations of simpler and more advanced levers they employ, companies should be dogged about examining all possible mechanisms for asset productivity improvement. Even companies that have traditionally focused on cash are surprised by the potential they uncover when they systematically examine all the levers. Naturally, the levers that will

4 yield the most value will vary widely by business. They will also vary according to the maturity of the existing approaches to asset productivity. But there is virtually always significant potential to be found. For example, one Boston Consulting Group client was initially skeptical about the possibility of identifying substantial potential for improved asset productivity. The company s general manager felt rightly that key operations were under control and that the company had a relatively well entrenched cash culture. Indeed, the analysis we conducted with the client s teams did not uncover any one major source of improvement. However, by rigorously reviewing all aspects of the company s asset-productivity performance, especially those cutting across functions, the teams identified opportunities that together would yield savings exceeding the corporate target of 10 percent of capital employed. Some levers were mundane: avoiding early payments, introducing daily invoicing, and ensuring more systematic collection of overdue bills. Others were more complex and would take longer to implement: redefining safety-stock levels across the plants to better manage seasonality, for example, and redesigning the production-planning sequence to shorten replenishment lead times. Together, these incremental improvements amounted to a significant change in asset productivity. The once skeptical general manager ended up assuming a highly visible leadership role in driving the effort. In another example, a large, diversified manufacturer of industrial engineering equipment faced slumping demand in most of its key markets, as well as wary investors. The company determined that it urgently needed to boost shareholder value by 40 percent. The

5 question was how to go about it. For several years, the company had recognized that top-line growth was out of the question, both for lack of opportunity and because of balance sheet constraints. Cost reduction had therefore been the main focus of its operational improvements. Major cost-cutting programs, in place since the mid-1990s, had substantially reduced both sourcing costs and the capital asset base. However, meeting the targeted 40 percent improvement in shareholder value through new cost reductions would require generating an additional 1.5 percent in EBIT margin a colossal effort for this client s portfolio of mature businesses. Our analysis suggested that the company could reach the 40 percent target by reducing working capital requirements by 10 percent of sales (or 18 percent of the asset base). Working with teams within the company, we concluded that this was an attainable goal, and the company set out to meet it. As it turned out, many business units not only met this goal but exceeded it. Factors that contributed to this success included high visibility for the program, established by top management; substantial investments in training and in awareness events; and the sense of urgency generated by external market conditions. Notably, the highest-performing units set ambitious targets, relentlessly pursued both short- and longer-term activities, and freed up top-notch internal leaders to drive the effort. World-class companies approach asset productivity as a profound, comprehensive change program. They typically balance short- and long-term initiatives across all businesses and asset classes. And they use asset productivity not to boost balance sheets at the end of reporting periods but to create shareholder value and build permanent competitive advantage. Instead of attempting to impose standard terms and

6 conditions at the end of lengthy negotiations with suppliers, leaders actively integrate payment terms and conditions into their sourcing strategy early on, just as they do with quality and on-time delivery. The impact of every part of the organization on working capital productivity is measured and translated into simple, clearly defined, practical initiatives, with accountability targets for everyone from the accounts payable clerk to the vice president of sales or operations. Creating a Companywide Focus Achieving significant improvements in asset productivity entails a companywide commitment to change. That is because most industrial organizations have not historically focused on cash. Even though many managers now have some cash-related objectives, and more and more companies are bringing balancesheet-related measures down to operational levels, virtually all incentives and processes still focus on revenue, cost, and margin. Culture plays a part, too. In most organizations, it is far easier to become a hero by landing a major contract or restructuring a division than by driving the many small steps that are needed to achieve breakthrough results in asset productivity. And since asset productivity cuts across functions and locations, gains are less visible and in some cases harder to achieve than top-line or bottom-line growth. In working with companies that have achieved breakthrough results in asset productivity, BCG has identified five key success factors. Showing top management commitment. Like other major change programs, asset productivity efforts

7 depend for their success on visible support from the CEO and the heads of all relevant businesses. For example, in one $4 billion business, the president personally calls ten local business heads after monthly cash reviews to congratulate the five leaders, to let the five lagging businesses know they are being watched, and to offer help as needed. Making sure general management leads. The finance function often initiates and champions advances in asset productivity. This is not surprising, as finance is critical to improving some of the levers (such as the payment and collection process), and also to measuring and tracking progress. But much of the potential for improvement lies across functions, and therefore can be lost unless it gets full management support. One client that undertakes large engineering projects reduced working capital requirements by 5 percent by redefining payment milestones, thanks to collaborative efforts by sales, finance, and project managers. Another client identified the potential to reduce work in progress by 10 percent through the joint efforts of manufacturing, finance, and logistics. Setting quantified stretch goals early on. Successful asset-productivity programs set the bar high, often aiming to achieve 10, 15, or even 20 percent improvement. Benchmarking, both against competitors and between businesses or divisions, can help set the right level of ambition and contribute to the dynamic for change. After benchmarking is completed, individual businesses should conduct their own thorough selfdiagnoses within established guidelines. Empowered by this process of self-discovery, businesses often find that their potential for improvement exceeds the program s overall goal. A two-year period is usually long enough for the full impact of most accessible levers to be realized; any initiative that takes longer is

8 probably better managed as a quality or six-sigma type of effort. Asking the general managers of the various businesses to reconfirm their targets and timing periodically, typically at six-month intervals, helps keep up the momentum and resolve issues quickly as they arise. Looking for early wins and building successful pilots. Focusing first on low-hanging fruit, such as collecting overdue receivables or eliminating early supplier payments, can be effective in building confidence and momentum, as long as these initiatives do not deflect the organization from more permanent process change. Piloting asset productivity measures at the business unit level can also be effective, as it helps the organization build a cadre of trained cash winners and a catalog of success stories that are business specific. Staying the course. As in other improvement programs, a common trap is to let up pressure after achieving early wins over, say, the first six months. Usually, however, the most profound and lasting improvements take place after the first year of implementation. At this point, the whole organization has been mobilized, and results are becoming visible from some of the more complex levers, especially those affecting work in progress and inventories. Often as much as two-thirds of the total improvement achieved in a major asset-productivity program takes place after the early wins. * * * Although the individual levers contributing to asset productivity are often relatively simple, implementing a major improvement program can be complex. It involves deep change in a company s processes and

9 culture, as well as in the way the company manages relationships with customers and suppliers. But with yields from such programs typically ranging from 10 to 20 percent of capital employed, and sometimes amounting to even more, the rewards in any economic environment are well worth the effort. Mark Freedman Mark Freedman is a vice president and director in the Paris office of The Boston Consulting Group. You may contact the author by at: The Boston Consulting Group, Inc All rights reserved.

10 Amsterdam Athens Atlanta Auckland Bangkok Barcelona Beijing Berlin Boston Brussels Budapest Buenos Aires Chicago Cologne Copenhagen Dallas Düsseldorf Frankfurt Hamburg Helsinki Hong Kong Houston Istanbul Jakarta Kuala Lumpur Lisbon London Los Angeles Madrid Melbourne Mexico City Miami Milan Monterrey Moscow Mumbai Munich New Delhi New York Oslo Paris Rome San Francisco Santiago São Paulo Seoul Shanghai Singapore Stockholm Stuttgart Sydney Taipei Tokyo Toronto Vienna Warsaw Washington Zürich BCG 3/03

Opportunities for Action in Industrial Goods. The Price Is Right: Optimizing Industrial Companies Pricing of Services

Opportunities for Action in Industrial Goods. The Price Is Right: Optimizing Industrial Companies Pricing of Services Opportunities for Action in Industrial Goods The Price Is Right: Optimizing Industrial Companies Pricing of Services The Price Is Right: Optimizing Industrial Companies Pricing of Services Industrial companies

More information

Opportunities for Action in Industrial Goods. Winning by Understanding the Full Customer Experience

Opportunities for Action in Industrial Goods. Winning by Understanding the Full Customer Experience Opportunities for Action in Industrial Goods Winning by Understanding the Full Customer Experience Winning by Understanding the Full Customer Experience The old adage What gets measured gets done is fine

More information

Opportunities for Action. Achieving Success in Business Process Outsourcing and Offshoring

Opportunities for Action. Achieving Success in Business Process Outsourcing and Offshoring Opportunities for Action Achieving Success in Business Process Outsourcing and Offshoring Achieving Success in Business Process Outsourcing and Offshoring The list of companies that have launched efforts

More information

Opportunities for Action in Operations. Production Excellence: Unleashing the Power of the Shop Floor

Opportunities for Action in Operations. Production Excellence: Unleashing the Power of the Shop Floor Opportunities for Action in Operations Production Excellence: Unleashing the Power of the Shop Floor Production Excellence: Unleashing the Power of the Shop Floor Many companies today have lost sight of

More information

Opportunities for Action. Shared Services in Operations and IT: Additional Complexity or Real Synergies?

Opportunities for Action. Shared Services in Operations and IT: Additional Complexity or Real Synergies? Opportunities for Action Shared Services in Operations and IT: Additional Complexity or Real Synergies? Shared Services in Operations and IT: Additional Complexity or Real Synergies? In recent years, many

More information

Opportunities for Action in Consumer Markets. Paying for Performance: An Overlooked Opportunity

Opportunities for Action in Consumer Markets. Paying for Performance: An Overlooked Opportunity Opportunities for Action in Consumer Markets Paying for Performance: An Overlooked Opportunity Paying for Performance: An Overlooked Opportunity Every time a sales representative considers which customers

More information

Opportunities for Action in Consumer Markets. To Spend or Not to Spend: A New Approach to Advertising and Promotions

Opportunities for Action in Consumer Markets. To Spend or Not to Spend: A New Approach to Advertising and Promotions Opportunities for Action in Consumer Markets To Spend or Not to Spend: A New Approach to Advertising and Promotions To Spend or Not to Spend: A New Approach to Advertising and Promotions Trying to outshout

More information

Customer Relationship. Opportunities for Action in the Pulp and Paper Industry. Management in the Paper Industry

Customer Relationship. Opportunities for Action in the Pulp and Paper Industry. Management in the Paper Industry Customer Relationship 2/9/04 1:42 PM Page 1 Opportunities for Action in the Pulp and Paper Industry Customer Relationship Management in the Paper Industry Customer Relationship Management in the Paper

More information

Opportunities for Action in Financial Services. Growing Profits Under Pressure: Integrating Corporate and Investment Banking

Opportunities for Action in Financial Services. Growing Profits Under Pressure: Integrating Corporate and Investment Banking Opportunities for Action in Financial Services Growing Profits Under Pressure: Integrating Corporate and Investment Banking Growing Profits Under Pressure: Integrating Corporate and Investment Banking

More information

Opportunities for Action in Financial Services. Sales Force Effectiveness: Moving Up the Middle and Managing New Prospects

Opportunities for Action in Financial Services. Sales Force Effectiveness: Moving Up the Middle and Managing New Prospects Opportunities for Action in Financial Services Sales Force Effectiveness: Moving Up the Middle and Managing New Prospects Sales Force Effectiveness: Moving Up the Middle and Managing New Prospects Good

More information

Opportunities for Action in Operations. Working Capital Productivity: The Overlooked Measure of Business Performance Improvement

Opportunities for Action in Operations. Working Capital Productivity: The Overlooked Measure of Business Performance Improvement Opportunities for Action in Operations Working Capital Productivity: The Overlooked Measure of Business Performance Improvement Working Capital Productivity: The Overlooked Measure of Business Performance

More information

Opportunities for Action in Technology and Communications. Creating Value in Mobile Telecom: Beyond ARPU

Opportunities for Action in Technology and Communications. Creating Value in Mobile Telecom: Beyond ARPU Opportunities for Action in Technology and Communications Creating Value in Mobile Telecom: Beyond ARPU Creating Value in Mobile Telecom: Beyond ARPU After investing huge sums of money in recent years

More information

Opportunities for Action in Consumer Markets. The Antidote to Mismanaged CRM Initiatives

Opportunities for Action in Consumer Markets. The Antidote to Mismanaged CRM Initiatives Opportunities for Action in Consumer Markets The Antidote to Mismanaged CRM Initiatives The Antidote to Mismanaged CRM Initiatives Most companies don t know who their best customers are. They enjoy the

More information

Opportunities for Action in Financial Services. Transforming Retail Banking Processes

Opportunities for Action in Financial Services. Transforming Retail Banking Processes Opportunities for Action in Financial Services Transforming Retail Banking Processes Transforming Retail Banking Processes The retail banking environment is undergoing major change. Retail banking customers

More information

Digital Infrastructure and Economic Development. An Impact Assessment of Facebook s Data Center in Northern Sweden executive summary

Digital Infrastructure and Economic Development. An Impact Assessment of Facebook s Data Center in Northern Sweden executive summary Digital Infrastructure and Economic Development An Impact Assessment of Facebook s Data Center in Northern Sweden executive summary The Boston Consulting Group (BCG) is a global management consulting firm

More information

Opportunities for Action in Financial Services. The Three Golden Rules of Cross-Selling

Opportunities for Action in Financial Services. The Three Golden Rules of Cross-Selling Opportunities for Action in Financial Services The Three Golden Rules of Cross-Selling The Three Golden Rules of Cross-Selling Most banks and insurance companies recognize the value to be captured from

More information

Opportunities for Action in Information Technology. IT Outsourcing Rediscovered: Getting Your Share This Time Around

Opportunities for Action in Information Technology. IT Outsourcing Rediscovered: Getting Your Share This Time Around Opportunities for Action in Information Technology IT Outsourcing Rediscovered: Getting Your Share This Time Around IT Outsourcing Rediscovered: Getting Your Share This Time Around Is your IT-outsourcing

More information

Opportunities for Action in Financial Services. Making the Most of Mortgage Markets

Opportunities for Action in Financial Services. Making the Most of Mortgage Markets Mortgage Apr 03 4/23/03 8:44 AM Page 1 Opportunities for Action in Financial Services Making the Most of Mortgage Markets Making the Most of Mortgage Markets In much of the industrialized world, mortgage

More information

Opportunities for Action in Information Technology. Demonstrating the Value of IT: Mission Impossible?

Opportunities for Action in Information Technology. Demonstrating the Value of IT: Mission Impossible? Opportunities for Action in Information Technology Demonstrating the Value of IT: Mission Impossible? Demonstrating the Value of IT: Mission Impossible? Over the last several years, many CIOs have worked

More information

Opportunities for Action in Financial Services. Untapped Riches: The Myths and Realities of Wealth Management

Opportunities for Action in Financial Services. Untapped Riches: The Myths and Realities of Wealth Management wealth management FS 09/01 9/13/01 1:41 PM Page 1 Opportunities for Action in Financial Services Untapped Riches: The Myths and Realities of Wealth Management Untapped Riches: The Myths and Realities of

More information

Opportunities for Action in Consumer Markets. Competitive Advantage from Mobile Applications

Opportunities for Action in Consumer Markets. Competitive Advantage from Mobile Applications Opportunities for Action in Consumer Markets Competitive Advantage from Mobile Applications Competitive Advantage from Mobile Applications The mobile commerce revolution, heralded periodically since the

More information

Indian E-Retail Congress 2013

Indian E-Retail Congress 2013 The Retail Track The Omni Channel Retail Supply Chain Indian E-Retail Congress 2013 Subhendu Roy Principal Consumer Industries and Retail Practice 15 February, 2013 Disclaimer This document is exclusively

More information

Opportunities for Action in the Automotive Industry. Winning in Today s Chinese Automotive Market

Opportunities for Action in the Automotive Industry. Winning in Today s Chinese Automotive Market Opportunities for Action in the Automotive Industry Winning in Today s Chinese Automotive Market Winning in Today s Chinese Automotive Market These are challenging times for executives in China s automotive

More information

10Steps to Optimize Retail Operations. A guide to enable, deliver and drive store value

10Steps to Optimize Retail Operations. A guide to enable, deliver and drive store value 10Steps to Optimize Retail Operations A guide to enable, deliver and drive store value Achieving Excellence in Retail Operations (AERO TM ) Enable store value Use customer and market insights to set strategic

More information

is no To fill the critical gap between strategy and execution plan and performance you must have the right people in the right jobs

is no To fill the critical gap between strategy and execution plan and performance you must have the right people in the right jobs Winning is no accident Proven assessments of performance and potential to improve organizational leadership at every level To fill the critical gap between strategy and execution plan and performance you

More information

Opportunities for Action in Industrial Goods. Synchronize Your Demand Chain

Opportunities for Action in Industrial Goods. Synchronize Your Demand Chain Opportunities for Action in Industrial Goods Synchronize Your Demand Chain Synchronize Your Demand Chain The implications of inaccurate demand forecasts are well known. Forecast too low, and you miss out

More information

Opportunities for Action in Organization. If Cops Can Change, So Can Corporations

Opportunities for Action in Organization. If Cops Can Change, So Can Corporations CopsChange 2/17/06 1:50 PM Page 1 Opportunities for Action in Organization If Cops Can Change, So Can Corporations If Cops Can Change, So Can Corporations The organization operated in a fast-paced environment

More information

Opportunities for Action in Industrial Goods. Made in China: Why Industrial Goods Are Going Next

Opportunities for Action in Industrial Goods. Made in China: Why Industrial Goods Are Going Next Opportunities for Action in Industrial Goods Made in China: Why Industrial Goods Are Going Next Made in China: Why Industrial Goods Are Going Next Shopping at Wal-Mart in the United States or at Carrefour

More information

Perspectives. Taking Deflation Seriously

Perspectives. Taking Deflation Seriously Perspectives Taking Deflation Seriously Taking Deflation Seriously Two years after the biggest downturn in world stock markets since World War II, business executives need to take seriously the prospect

More information

Goodbye Spokesperson, Hello Steward

Goodbye Spokesperson, Hello Steward Goodbye Spokesperson, Hello Steward The Transformation of Corporate Communications Once heralded as the seat held by the best storyteller in the company, corporate communications is no longer about amplifying

More information

Aiming for Outsourcing Excellence

Aiming for Outsourcing Excellence by Mike Connolly mike.connolly@booz.com Vinay Couto vinay.couto@booz.com Gil Irwin gil.irwin@booz.com Karl Kellner karl.kellner@booz.com Aiming for Outsourcing Excellence The New Knowledge-Based Outsourcing

More information

DHL Global Energy Conference 2015 Outsourcing logistics Enhancing innovation or increasing risk?

DHL Global Energy Conference 2015 Outsourcing logistics Enhancing innovation or increasing risk? DHL Global Energy Conference 2015 Outsourcing logistics Enhancing innovation or increasing risk? Introduction to panel discussion Houston, October 13 th What has happened since the last DHL conference?

More information

Opportunities for Action in Financial Services. The Business-to-Business Race Is On

Opportunities for Action in Financial Services. The Business-to-Business Race Is On Opportunities for Action in Financial Services The Business-to-Business Race Is On The Business-to-Business Race Is On Financial institutions have the chance to play leading and profitable roles in shaping

More information

Opportunities for Action in Health Care. Unleashing Managerial Advantage In Pharma R&D

Opportunities for Action in Health Care. Unleashing Managerial Advantage In Pharma R&D Opportunities for Action in Health Care Unleashing Managerial Advantage In Pharma R&D Unleashing Managerial Advantage In Pharma R&D Over the past 15 years, R&D productivity has fallen and the number of

More information

Opportunities for Action in the Automotive Industry. How Electronics Will Revolutionize Innovation in Autos

Opportunities for Action in the Automotive Industry. How Electronics Will Revolutionize Innovation in Autos Opportunities for Action in the Automotive Industry How Electronics Will Revolutionize Innovation in Autos How Electronics Will Revolutionize Innovation in Autos The Age of Electronics has hit the auto

More information

Greater than the Sum of its Parts: Professionalizing the Supervisory Board

Greater than the Sum of its Parts: Professionalizing the Supervisory Board Greater than the Sum of its Parts: Professionalizing the Supervisory Board Jörg Thierfelder and Michael Ensser In the current business environment, supervisory boards are responding to significantly higher

More information

The Real Supply Chain Challenge Leadership and Talent Management

The Real Supply Chain Challenge Leadership and Talent Management The Real Supply Chain Challenge Leadership and Talent Management The best supply chains appear to be complex, precise machines with millions of moving parts that mesh efficiently and function flawlessly.

More information

Freight Forwarders: Thinking Outside the Box

Freight Forwarders: Thinking Outside the Box Freight Forwarders: Thinking Outside the Box Given its size, profitability, and expected growth rates, freight forwarding is among the most attractive segments in the North American transportation services

More information

Opportunities for Action in Consumer Markets. A Holistic Approach to Trade Spending

Opportunities for Action in Consumer Markets. A Holistic Approach to Trade Spending Opportunities for Action in Consumer Markets A Holistic Approach to Trade Spending A Holistic Approach to Trade Spending Trade spending the financial deals that manufacturers offer retailers to market

More information

Human Resources Specialty Practice. www.stantonchase.com

Human Resources Specialty Practice. www.stantonchase.com Human Resources Specialty Practice www.stantonchase.com Established in 1990, Stanton Chase has grown to be ranked among the leading global executive search firms as rated by all major industry market research

More information

Opportunities for Action in Consumer Markets. Fast Is Good, but Smart Is Better

Opportunities for Action in Consumer Markets. Fast Is Good, but Smart Is Better Opportunities for Action in Consumer Markets Fast Is Good, but Smart Is Better Fast Is Good, but Smart Is Better Last spring, the first dot-com failures were reported, and most of them were of so-called

More information

SRM How to maximize vendor value and opportunity

SRM How to maximize vendor value and opportunity Operations Excellence: Supplier Relationship Management SRM How to maximize vendor value and opportunity 27th November 2014 Zagreb DDr. Michael Strohmer, Partner, A.T. Kearney michael.strohmer@atkearney.com

More information

What Makes Cities Successful Randstad on the World Stage

What Makes Cities Successful Randstad on the World Stage What Makes Cities Successful Randstad on the World Stage 1966 7 World Cities London Moscow New York Paris Randstad Rhein-Ruhr Tokyo Today: JLL City Commercial Attraction Index Top 20 Population Economic

More information

Opportunities for Action in Industrial Goods. Curing Supply Chain Indigestion

Opportunities for Action in Industrial Goods. Curing Supply Chain Indigestion Opportunities for Action in Industrial Goods Curing Supply Chain Indigestion Curing Supply Chain Indigestion The pressure to improve supply chain performance has never been greater. The rise of e-commerce

More information

Opportunities for Action in Technology and Communications. Achieving a Competitive Edge in Mobile Telecom: Managing Work Forces to Advantage

Opportunities for Action in Technology and Communications. Achieving a Competitive Edge in Mobile Telecom: Managing Work Forces to Advantage Opportunities for Action in Technology and Communications Achieving a Competitive Edge in Mobile Telecom: Managing Work Forces to Advantage Achieving a Competitive Edge in Mobile Telecom: Managing Work

More information

Seamus McMahon Ashish Jain Kumar Kanagasabai. Redefining the Mission for Banks Call Centers Cut Costs, Grow Sales, or Both

Seamus McMahon Ashish Jain Kumar Kanagasabai. Redefining the Mission for Banks Call Centers Cut Costs, Grow Sales, or Both Perspective Amit Gupta Seamus McMahon Ashish Jain Kumar Kanagasabai Redefining the Mission for Banks Call Centers Cut Costs, Grow Sales, or Both Contact Information Chicago Ashish Jain Principal 312-578-4753

More information

Perspectives. Assuming Leadership: The First 100 Days

Perspectives. Assuming Leadership: The First 100 Days Perspectives Assuming Leadership: The First 100 Days Assuming Leadership: The First 100 Days During his first 100 days in office, President Franklin D. Roosevelt sent 15 messages to Congress, guided 15

More information

France A.T. Kearney Foreign Direct Investment Confidence Index (FDICI)

France A.T. Kearney Foreign Direct Investment Confidence Index (FDICI) France 20 A.T. Kearney Foreign Direct Investment Confidence Index (FDICI) 20 A.T. Kearney FDI Confidence Index 20 2 6 4 0 20 Rankings 20 2 4 0 6 20 24 20 2 4 6 0 20 24 2 US China Canada Germany UK Japan

More information

Opportunities for Action in Financial Services. Passage to India: The Rewards of Remote Business Processing

Opportunities for Action in Financial Services. Passage to India: The Rewards of Remote Business Processing Opportunities for Action in Financial Services Passage to India: The Rewards of Remote Business Processing Passage to India: The Rewards of Remote Business Processing Over the past two decades, financial

More information

ROLE SPECIFICATION INTERNATIONAL FINANCE CORPORATION

ROLE SPECIFICATION INTERNATIONAL FINANCE CORPORATION ROLE SPECIFICATION for the position of with GENERAL COUNSEL INTERNATIONAL FINANCE CORPORATION AMSTERDAM ATHENS ATLANTA BARCELONA BEIJING BERLIN BOGOTÁ BOSTON BRUSSELS BUDAPEST BUENOS AIRES CALGARY CHICAGO

More information

of business Leadership development at the pace The Leadership Express Series Calgary, AB

of business Leadership development at the pace The Leadership Express Series Calgary, AB at the pace Leadership development of business The Leadership Express Series Calgary, AB Join other successful and like-minded leaders committed to becoming their absolute best. Learn powerful ways to

More information

How CPG manufacturers and retailers can collaborate to create offers that will make a difference. Implications of the Winning with Digital Study

How CPG manufacturers and retailers can collaborate to create offers that will make a difference. Implications of the Winning with Digital Study Implications of the Winning with Digital Study How CPG manufacturers and retailers can collaborate to create offers that will make a difference 1 To shed light on retailers shift from traditional to digital

More information

Opportunities for Action in Financial Services. Winning with Wireless: A Challenge for Auto Insurers

Opportunities for Action in Financial Services. Winning with Wireless: A Challenge for Auto Insurers Opportunities for Action in Financial Services Winning with Wireless: A Challenge for Auto Insurers Winning with Wireless: A Challenge for Auto Insurers Telematics, the wireless technology that delivers

More information

Opportunities for Action in Financial Services. Hidden Treasure: Finding the Keys to Profitability in Wealth Management

Opportunities for Action in Financial Services. Hidden Treasure: Finding the Keys to Profitability in Wealth Management Opportunities for Action in Financial Services Hidden Treasure: Finding the Keys to Profitability in Wealth Management Hidden Treasure: Finding the Keys to Profitability in Wealth Management Wealth managers

More information

The Data Center of the Future: Creating New Jobs in Europe

The Data Center of the Future: Creating New Jobs in Europe The Data Center of the Future: Creating New Jobs in Europe New data centers will create hundreds of thousands of new jobs for Europe by 2020. But there is work to be done to capture this opportunity fully.

More information

Role Charters. Faster Decisions; Stronger Accountability

Role Charters. Faster Decisions; Stronger Accountability Role Charters Faster Decisions; Stronger Accountability The Boston Consulting Group (BCG) is a global management consulting firm and the world s leading advisor on business strategy. We partner with clients

More information

Opportunities for Action in Financial Services. The Asset Management Battle: Using Tools of Other Trades to Win

Opportunities for Action in Financial Services. The Asset Management Battle: Using Tools of Other Trades to Win Opportunities for Action in Financial Services The Asset Management Battle: Using Tools of Other Trades to Win The Asset Management Battle: Using Tools of Other Trades to Win Not so long ago, in the late

More information

Real Estate. Expertise of a boutique. Reach of a global firm.

Real Estate. Expertise of a boutique. Reach of a global firm. Real Estate Expertise of a boutique. Reach of a global firm. Inside Expertise of a boutique, reach of a global firm 1 Broad global coverage 2 Industry coverage 3 Our search process 4 Proprietary assessment

More information

Opportunities for Action in Organization. When People Strategy Drives Business Strategy

Opportunities for Action in Organization. When People Strategy Drives Business Strategy Opportunities for Action in Organization When People Strategy Drives Business Strategy When People Strategy Drives Business Strategy Companies have never faced more work-force choices, or more important

More information

Fact sheet DTZ Fair Value Index TM methodology

Fact sheet DTZ Fair Value Index TM methodology Fact sheet DTZ Fair Value Index TM methodology DTZ Fair Value Index TM launched to measure investor opportunity in world s commercial property markets First ever forward-looking commercial property value

More information

seeing the whole picture HAY GROUP JOB EVALUATION MANAGER

seeing the whole picture HAY GROUP JOB EVALUATION MANAGER seeing the whole picture SM HAY GROUP JOB EVALUATION MANAGER for organizations of any size, job evaluation can be a complex task. hay group job evaluation manager sm (jem) builds hay group s class-leading

More information

at the pace of business Leadership development In-house programs available! The Leadership Express Series Ottawa, ON

at the pace of business Leadership development In-house programs available! The Leadership Express Series Ottawa, ON Africa Cape Town Johannesburg Pretoria Asia Bangkok Beijing Ho Chi Minh City Hong Kong Jakarta Kuala Lumpur Mumbai New Delhi Seoul Shanghai Shenzhen Singapore Tokyo Europe Amsterdam Athens Barcelona Berlin

More information

I. THE GOAL: VALUE CREATION 3 II. THE PROCESSES: VALUE-ORIENTED HR MANAGEMENT 4 III. THE IMPLICATIONS: CHANGING THE HR FUNCTION 8

I. THE GOAL: VALUE CREATION 3 II. THE PROCESSES: VALUE-ORIENTED HR MANAGEMENT 4 III. THE IMPLICATIONS: CHANGING THE HR FUNCTION 8 TABLE OF CONTENTS I. THE GOAL: VALUE CREATION 3 II. THE PROCESSES: VALUE-ORIENTED HR MANAGEMENT 4 III. THE IMPLICATIONS: CHANGING THE HR FUNCTION 8 IV. WHAT NEEDS TO BE DONE 9 APPENDIX: CHECKLIST FOR BEST-PRACTICE

More information

Opportunities for Action in Technology and Communications. The Battle for the Digital Nomad

Opportunities for Action in Technology and Communications. The Battle for the Digital Nomad Opportunities for Action in Technology and Communications The Battle for the Digital Nomad The Battle for the Digital Nomad The world is becoming simultaneously mobile, digital, and broadband. Cellular

More information

From the Back Office to the Corner Office

From the Back Office to the Corner Office From the Back Office to the Corner Office Offshore Services Next Leadership Challenge The last two decades have seen a dramatic evolution in Global In-house Centers (GICs), as their value proposition has

More information

Ken Favaro Ashish Jain Samuel Bloustein. Small Business Banking Customers An Attractive Segment for Organic Growth

Ken Favaro Ashish Jain Samuel Bloustein. Small Business Banking Customers An Attractive Segment for Organic Growth Leading Research Paul Hyde Ken Favaro Ashish Jain Samuel Bloustein Small Business Banking Customers An Attractive Segment for Organic Growth Small Business Customers Are Among the Most Profitable Segments

More information

Coaching Executives: Building Emotional Intelligence

Coaching Executives: Building Emotional Intelligence IMPACT STORY Coaching Executives: Building Emotional Intelligence How a Global Airline Developed Emotionally Intelligent Leaders via an Integrated Coaching Solution The Challenge The Columbia Leadership

More information

Opportunities for Action in Financial Services. The Next Wave: Wireless Financial Services

Opportunities for Action in Financial Services. The Next Wave: Wireless Financial Services Opportunities for Action in Financial Services The Next Wave: Wireless Financial Services The Next Wave: Wireless Financial Services Wireless financial services, an important part of m- commerce, can offer

More information

Opportunities for Action in Consumer Markets. Riding the Next Wave of Outsourcing

Opportunities for Action in Consumer Markets. Riding the Next Wave of Outsourcing Opportunities for Action in Consumer Markets Riding the Next Wave of Outsourcing Riding the Next Wave of Outsourcing Consumer electronics, footwear, and apparel blazed a path to low-cost countries (LCCs)

More information

How to Become a Procurement Champion

How to Become a Procurement Champion How to Become a Procurement Champion What is the secret to building a prosperous, valuedriven procurement organization? A holistic procurement transformation (HPT), and the right balance between your business

More information

Be clear about your talent management goals

Be clear about your talent management goals Take Be clear about your talent management goals It s tough to get talent management right, particularly when market conditions and strategy are in constant flux. But take a whole systems approach to talent

More information

Denied Boarding Eligibility

Denied Boarding Eligibility Option 1 Denied Boarding Compensation voucher may be used for a single Emirates operated two sector return journey between Dubai and the adjoining list of cities. (OR) Between Australia & New Zealand or

More information

Campaigns to Capabilities Social Media & Marketing 2011

Campaigns to Capabilities Social Media & Marketing 2011 Leading Research Christopher Vollmer Karen Premo Campaigns to Capabilities Social Media & Marketing 2011 Selected Insights October 2011 Facebook, Twitter, and YouTube are the cornerstones of most social

More information

Your Leadership Partner

Your Leadership Partner Your Leadership Partner www.stantonchase.com We live in a global village teeming with the rhythms of many diverse cultures. The norms of business are as diverse as the cultures themselves, from Paris

More information

2015 City RepTrak The World s Most Reputable Cities

2015 City RepTrak The World s Most Reputable Cities REPUTATION LEADERS NETWORK 2015 City RepTrak The World s Most Reputable Cities The World s View on Cities: An Online Study of the Reputation of 100 Cities RepTrak is a registered trademark of Reputation

More information

board solutions litigation support services Executive compensation

board solutions litigation support services Executive compensation board solutions litigation support services Executive compensation i Deep experience, strong partnerships Hay Group s Board Solutions business assists attorneys in various types of engagements that involve

More information

Opportunities for Action in Financial Services. India Beyond Outsourcing: The Opportunities for International Banks

Opportunities for Action in Financial Services. India Beyond Outsourcing: The Opportunities for International Banks Opportunities for Action in Financial Services India Beyond Outsourcing: The Opportunities for International Banks India Beyond Outsourcing: The Opportunities for International Banks India s banking market

More information

Opportunities for Action in Financial Services. Banking s Changing Dynamics

Opportunities for Action in Financial Services. Banking s Changing Dynamics Opportunities for Action in Financial Services Banking s Changing Dynamics Banking s Changing Dynamics The banking industry, like many others, is changing fundamentally. Interest rates in some regions

More information

The High-Performance Manufacturing Organization

The High-Performance Manufacturing Organization The High-Performance Manufacturing The Boston Consulting Group (BCG) is a global management consulting firm and the world s leading advisor on business strategy. We partner with clients in all sectors

More information

Prescription for cutting costs

Prescription for cutting costs Prescription for cutting costs By Fred Reichheld Loyal relationships In the current downturn, many companies are tightening belts. But too many are missing their biggest opportunity to keep costs down:

More information

Strategic Operating Environment Scan On the Minds of Business Leaders: Expectations for the Next 12 Months

Strategic Operating Environment Scan On the Minds of Business Leaders: Expectations for the Next 12 Months Strategic Operating Environment Scan 04 On the Minds of Business Leaders: Expectations for the Next Months On the Minds of Business Leaders: Expectations for the Next Months Beginning this year, A.T. Kearney

More information

cybersecurity dinner 2015

cybersecurity dinner 2015 cybersecurity dinner 2015 Discussion Highlights In February 2015, President Obama, speaking at a White House Summit on cybersecurity and consumer protection, declared that the Internet has become a sort

More information

Opportunities for Action in Consumer Markets. Fixing the Fatal Flaws of Your Sales Force

Opportunities for Action in Consumer Markets. Fixing the Fatal Flaws of Your Sales Force Fixing Flaws 8/11/03 9:42 AM Page 1 Opportunities for Action in Consumer Markets Fixing the Fatal Flaws of Your Sales Force Fixing the Fatal Flaws of Your Sales Force Your sales force is one of your most

More information

Denied Boarding Eligibility

Denied Boarding Eligibility Option 1 Denied Boarding Compensation voucher may be used for a single Emirates operated two sector return journey between Dubai and the adjoining list of cities. (OR) Between Australia & New Zealand or

More information

Cargo Sales & Service Presentation

Cargo Sales & Service Presentation Cargo Sales & Service Presentation Who is Air Logistics Group? Established in 1994 One of the world s leading cargo sales and service companies 55 offices spanning 32 countries and over 200 employees worldwide

More information

Opportunities for Action in Industrial Goods. Launching a Successful Business-to-Business Consortium

Opportunities for Action in Industrial Goods. Launching a Successful Business-to-Business Consortium Opportunities for Action in Industrial Goods Launching a Successful Business-to-Business Consortium Launching a Successful Business-to-Business Consortium Titans of the Old Economy are busy reinventing

More information

In an era when new causes and cures for health

In an era when new causes and cures for health December 3 BCG FOCUS The Hidden Epidemic Finding a Cure for Unfilled Prescriptions and Missed Doses In an era when new causes and cures for health conditions are being discovered every day, one troublesome

More information

Supply chain, logistics & transportation. We are where you are and we go where you go.

Supply chain, logistics & transportation. We are where you are and we go where you go. Supply chain, logistics & transportation We are where you are and we go where you go www.stantonchase.com Stanton Chase is a leader in executive search consulting and board recruitment with a global footprint,

More information

Health Care Viewpoint

Health Care Viewpoint Using Mergers and Acquisitions to Secure Strategic Position and Profitable Growth Health Care Viewpoint Number 11 Bain health care expertise As the year 2000 approaches, the health care industry is still

More information

Supplemental Information First-Quarter 2014 Earnings Call

Supplemental Information First-Quarter 2014 Earnings Call Supplemental Information First-Quarter 2014 Earnings Call Market & Financial Overview Q1 & FY Capital Markets & Leasing Markets Volumes Investment Volume Strength Varies HISTORICAL FORECAST Capital Markets

More information

CITY OF CHICAGO BUILDING ENERGY USE BENCHMARKING AND TRANSPARENCY

CITY OF CHICAGO BUILDING ENERGY USE BENCHMARKING AND TRANSPARENCY California Energy Commission Nonresidential Building Energy Use Disclosure Workshop CITY OF CHICAGO BUILDING ENERGY USE BENCHMARKING AND TRANSPARENCY Jamie Ponce Chicago City Director, C40 Cities Climate

More information

Walid Tohme Jad Bitar. Healthy Links Bringing Interoperability to Healthcare Delivery

Walid Tohme Jad Bitar. Healthy Links Bringing Interoperability to Healthcare Delivery Perspective Ramez Shehadi Walid Tohme Jad Bitar Healthy Links Bringing Interoperability to Healthcare Delivery Contact Information Beirut Ramez Shehadi Partner +961-1-985-655 ramez.shehadi@booz.com Walid

More information

SOCIAL MEDIA STRATEGY EXECUTION 10 STEPS DIGITAL SERIES

SOCIAL MEDIA STRATEGY EXECUTION 10 STEPS DIGITAL SERIES SOCIAL MEDIA STRATEGY EXECUTION 10 STEPS DIGITAL SERIES LIFESTYLE AS BASE FOR CONSUMPTION A strategy that pays off for your business Social Media can be crucial for digital business success if used strategically

More information

Modeling Price Outcomes for Complex Government Programs

Modeling Price Outcomes for Complex Government Programs Modeling Price Outcomes for Complex Government Programs A novel toolkit for evaluating costs can lead to win-win contracts for government and contractors alike. 1 Fixed-price incentive firm (FPIF) contracts

More information

Opportunities for Action in Consumer Markets. Taking Care of Brands Through Vertical Integration

Opportunities for Action in Consumer Markets. Taking Care of Brands Through Vertical Integration Opportunities for Action in Consumer Markets Taking Care of Brands Through Vertical Integration Taking Care of Brands Through Vertical Integration Esprit, H&M, Zara, and other vertically integrated brands

More information

Opportunities for Action in Financial Services. Trading Places: New Models for Old Exchanges

Opportunities for Action in Financial Services. Trading Places: New Models for Old Exchanges Opportunities for Action in Financial Services Trading Places: New Models for Old Exchanges Trading Places: New Models for Old Exchanges Globalization, deregulation, and new technologies are reshaping

More information

Managing the IT cost challenge

Managing the IT cost challenge 1 Competence Center InfoCom 2 I. Entering the next round of IT cost reduction The economic downturn has forced companies to dramatically reduce their production capacity and to lay off staff in both operational

More information

Opportunities for Action in Technology and Communications. Broadband, the Promised Land: How to Make It Keep Its Promise

Opportunities for Action in Technology and Communications. Broadband, the Promised Land: How to Make It Keep Its Promise Opportunities for Action in Technology and Communications Broadband, the Promised Land: How to Make It Keep Its Promise Broadband, the Promised Land: How to Make It Keep Its Promise Throughout the world

More information

Executive remuneration

Executive remuneration Executive remuneration in high definition A high definition, risk-adjusted approach to benchmarking Instinctively executives know that one pound of base salary, one pound of target bonus and one pound

More information

Internet of Things, a key lever to reduce CO 2 emissions

Internet of Things, a key lever to reduce CO 2 emissions COP21 Internet of Things, a key lever to reduce CO 2 emissions November 13 th, 2015 Exponential technologies combined with Internet global model drive a new industrial revolution: the Internet of Thing

More information