Own the Future

The world faces social, political, and economic turmoil on an unprecedented scale along with unsettling levels of turbulence and volatility. Market leadership today is less of a predictor of leadership tomorrow. Therefore, senior executives today must strive to own the future. In Own the Future, The Boston Consulting Group, one of the world s most prestigious and innovative management consulting firms, offers a roadmap. Drawing on the firm s experience advising organizations on how to achieve and sustain competitive advantage, this book offers 50 ideas to help readers chart their organization s path to future leadership. The articles are organized along ten attributes critical to success in the current environment adaptive, global, connected, sustainable, customer-first, fit to win, value-driven, trusted, bold, and inspiring. The future may be unknowable, but The Boston Consulting Group offers insights from its 50 years of practice on how readers can position their organization to win to change the game and to own the future.

The world faces social, political, and economic turmoil on anunprecedented scale--along with unsettling levels ofturbulence and volatility. Market leadership today is less of apredictor of leadership tomorrow. Therefore, senior executivestoday must strive to own the future.In Own the Future, The Boston Consulting Group, one ofthe world's most prestigious and innovative managementconsulting firms, offers a roadmap. Drawing on the firm'sexperience advising organizations on how to achieve and sustaincompetitive advantage, this book offers 50 ideas to help readerschart their organization's path to future leadership. Thearticles are organized along ten attributes critical to success inthe current environment--adaptive, global, connectedsustainable, customer-first, fit to win, value-driven, trustedbold, and inspiring.The future may be unknowable, but The Boston Consulting Groupoffers insights from its 50 years of practice on how readers canposition their organization to win--to change the game and toown the future.

AcknowledgmentsIntroductionSection 1: AdaptiveChapter 1: Why Strategy Needs a StrategyChapter 2: Adaptability: The New Competitive AdvantageChapter 3: Systems AdvantageChapter 4: Adaptive LeadershipChapter 5: Competing on CapabilitiesSection 2: GlobalChapter 6: Globality: The World Beyond GlobalizationChapter 7: The New Global ChallengersChapter 8: Winning in Emerging-Market CitiesChapter 9 :What the West Doesn't Get About ChinaChapter 10: The African ChallengersSection 3: ConnectedChapter 11: The Digital ManifestoChapter 12: Data to Die ForChapter 13: The Collision of Power and PortabilityChapter 14: China's Digital Generations 3.0: The Online EmpireSection 4: SustainableChapter 15: The Benefits of Sustainability-Driven InnovationChapter 16: Creating Practical Consumer Value from SustainabilityChapter 17: Potential Impacts of the New Sustainability ChampionsSection 5: Customer firstChapter 18: Breaking CompromisesChapter 19: Brand-Centric Transformation: Balancing Art and DataChapter 20: Unlocking Growth in the Middle: A View from India and ChinaChapter 21: Treasure HuntSection 6: Fit to winChapter 22: High-Performance OrganizationsChapter 23: Shaping Up: The Delayered LookChapter 24: Getting More from Lean: Seven Success FactorsChapter 25: The Demand-Driven Supply ChainChapter 26: Pricing FluencyChapter 27: The IT Organization of the FutureSection 7: Value-drivenChapter 28: The Experience Curve ReviewedChapter 29: The Rule of Three and Four: A BCG Classic RevisitedChapter 30: The CEO as InvestorChapter 31: Focusing Corporate Strategy on Value CreationChapter 32: Powering Up for Post Merger IntegrationChapter 33: Resilience - Lessons from Family BusinessesSection 8: TrustedChapter 34: Social AdvantageChapter 35: From Reciprocity to ReputationChapter 36: The Return of the PoliticianChapter 37: Collaboration RulesSection 9: BoldChapter 38: Thinking in New BoxesChapter 39: Rethinking Scenarios: What a Difference a Day MakesChapter 40: Business Model Innovation: When the Game Gets Tough, Change the GameChapter 41: The Deconstruction of Value ChainsChapter 42: Time-Based ManagementChapter 43: The New "Low Cost"Chapter 44: The Hardball ManifestoChapter 45: Leading TransformationSection 10: InspiringChapter 46: Jazz vs. SymphonyChapter 47: ProbingChapter 48: Smart SimplicityChapter 49: Strategic Optimism: How to Shape the Future in Times of CrisisChapter 50: Lessons from My Three Decades with the Change MonsterContributors