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日本企業のPBR改善に向けた処方箋――日本版バリュークリエーターズ・ランキング2024

日本企業が今後も持続的に企業価値を高めていくためには、ガバナンス改革に加え、事業ポートフォリオの大胆な見直しを含め、事業の本質的な収益性や資本効率向上を実現すること、そして投資家と真摯に向き合い、長期投資家を呼び込むことが重要です。

新規事業着工力を高める

再成長に向けて日本企業が新規事業の成功数を増やすために、筆者は組織としての新規事業「着工力」を高めることが必要と説きます。「着工力」に焦点を当てて、経営リーダーと事業企画・推進チームの双方が共通の認識をもち、効果的なプロセスで新規事業を進めるためのヒントをご紹介します。

大胆な計画は従来の計画プロセスからは生み出せない

不確実性が高まる今、大胆な計画を生み出ためには従来の計画プロセスを再考する必要があります。本稿では、シナリオを取り入れた、4段階から成るプランニングプロセスを紹介します。

日本企業の競争力の現状と成功の必要条件

BCG Future Winning Modelシリーズ前編では、日本企業の競争力低下の実態と原因について、直近5～10年間を中心に分析しました。BCG、およびBHI独自のデータソース等から浮き彫りになる日本企業の現状を明らかにしたうえで、グローバル市場で勝つための第一歩として必要な「5つのグローバル標準の成功要諦」について論じています。

日本企業の特徴と強み、未来に向けた成功要件

「グローバル標準の成功要諦」を押さえて競争優位を築いている日本のベストプラクティス企業は、日本企業に認められる特徴を独自の強みへと進化させています。長期的なトレンドを踏まえた「未来に向けた成功要件」も考察したうえで、Future Winning Model実現のためになすべき4つのアクションを提示します。

Finance Function Excellence

The Art of Reporting: How to Take a Quantum Leap

Companies are extending the art of what’s possible by achieving a quantum leap in reporting via systematic reframing and approaching reporting from new perspectives.

Generative AI in the Finance Function of the Future

Now is the time for CFOs to learn about the most impactful applications of generative AI and prepare to capitalize on emerging capabilities.

The Art of Capital Allocation

To help companies satisfy growth-minded investors, we outline best practices for the basic disciplines of capital allocation—strategic budgeting, project selection, and investment governance.

How to Make Financial Steering Better, Faster, and More Efficient

Finance functions can use two related capabilities—dynamic planning and advanced business intelligence—to turbocharge their role as forward-looking strategic advisors.

Strategy and Strategic Planning

Are Leaders as Prepared for Strategic Risks as They Think They Are?

Companies must be ready not only to mitigate the negative consequences of risk but also to capitalize on the positive ones.

Your Growth Strategy Depends on Your Starting Point

There’s no one-size-fits-all strategy to drive revenue growth. Our latest research reveals six starting-point archetypes, each associated with a different path to success.

IBM’s Roger Premo on Open Source, AI, and Competitive Advantage

What’s behind IBM’s hybrid cloud and AI strategy? The company’s lead strategist offers an inside scoop.

Moody’s David Platt on Accelerating Strategy with M&A

Transactions have been central to Moody’s transformation from bond-rating giant to integrated risk management leader. The company’s lead strategist shares his philosophy.

Zero-Based Budgeting

Zero-Based Organizations Free Up Funds to Make Strategic Bets

Cost management is a top corporate priority today. But so is investing in talent, critical technologies, and strategic opportunities. A ZBO approach offers a solution to this dilemma.

Why Your Zero-Based Transformation Should Start Now

ZBT can do much more than inject cost discipline—it can help companies maintain their strategic momentum even amid difficult economic conditions.

The CFO as the Architect of Zero-Based Transformation

The best approach to zero-based transformation comes from treating all spending as investment and making the CFO a key strategist for generating value.

BCG Classics Revisited

BCG Classics Revisited: The Experience Curve

The experience curve theory still holds, particularly in specific industries. But to succeed in today’s environment, many companies need to develop an additional kind of experience.

BCG Classics Revisited: Time-Based Competition

The principles of time-based competition—a classic concept among BCG insights—still hold. But today’s companies must be adaptive, as well as fast, in order to succeed.

BCG Classics Revisited: The Rule of Three and Four

BCG founder Bruce Henderson’s rule, conceived in 1976, still holds valuable lessons for companies in many industries.

BCG Classics Revisited: The Growth Share Matrix

The growth share matrix—put forth by the founder of BCG, Bruce Henderson, in 1970—remains a powerful tool for managing strategic experimentation amid rapid, unpredictable change.