CEOs around the world are eager for digital transformation. Most understand why their companies need to transform, and most have a basic understanding of what must be done. But a fundamental question remains: how do they make it happen?
During the long downturn in R&D productivity, a handful of biopharmaceutical companies have consistently bucked the trend. How did they manage it? After all, they have experienced the same industry pressures as their peers - pressures such as lengthier R&D cycle times, higher costs of failure, and sharper regulatory scrutiny.
For years, companies have used digital supply chain technologies to improve service levels and reduce costs. But the inability to connect disparate systems, provide end-to-end visibility into the supply chain, and crunch massive amounts of data, among other issues, has prevented many companies from achieving the full potential of their supply chains.
Of manufacturers planning to add production capacity over the next five years for goods consumed in the U.S., more plan to add that capacity in the U.S. than in any other country - a sharp reversal since as recently as two years ago. And a rising percentage of U.S.-based executives at the manufacturers say they are already in the process of reshoring production work from China. These are among the findings of new research released today by The Boston Consulting Group.
A battle for leadership is erupting in a variety of industries across Africa, with Africa-focused companies and multinationals vying for market share and each group counting on its unique strengths to gain an advantage, according to a report by The Boston Consulting Group (BCG), Dueling with Lions: Playing the New Game of Business Success in Africa.
To build advantage, organizations must do more than just change. They must transform. As technology's role in business becomes ever more important, transformations will increasingly be underpinned by significant technology programs. In such technology-enabled transformations, IT leaders need two different strategies to ensure success.
As the pace of business accelerates and competition intensifies, companies in virtually all industries are confronting greater uncertainty and complexity. In the face of such challenges, HR has the potential to be a significant strategic asset by ensuring that companies have the human capital they need to compete and the ability to react fast to changing environments.
The growth rate of the large and diverse chemical industry in North America tends to track GDP, but a confluence of factors is expected to accelerate the industry's growth relative to the overall economy during the next five to ten years. By the end of this period, the U.S. - representing more than 80 percent of the North American chemical market - will be a larger net exporter of chemicals than it is today.
Eighty percent of CPG supply chain leaders say transportation is now their greatest worry, according to a report by The Boston Consulting Group and the Grocery Manufacturers Association, A Hard Road: Why CPG Companies Need
a Strategic Approach to Transportation.
Over the last several years, the biopharmaceutical industry worldwide has intensified its focus on quality in manufacturing - but with little to show for it. Manufacturing quality levels remain well below those in other industries, such as semiconductor manufacturing and aerospace. And major recalls are still all too common.
