The Boston Consulting Group on Strategy
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A collection of the best thinking from one of the most innovative management consulting firms in the world
For more than forty years, The Boston Consulting Group has been shaping strategic thinking in business. The Boston Consulting Group on Strategy offers a broad and up-to-date selection of the firm's best ideas on strategy with fresh ideas, insights, and practical lessons for managers, executives, and entrepreneurs in every industry. Here's a sampling of the provocative thinking you'll find inside:
"You have to be the scientist of your own life and be astonished four times:at what is, what always has been, what once was, and what could be."
"The majority of products in most companies are cash traps . . . .[They] are not only worthless, but a perpetual drain on corporate resources."
"Use more debt than your competition or get out of the business."
"When information flows freely, reputation, more than reciprocity,becomes the basis for trust."
"As a strategic weapon, time is the equivalent of money, productivity,quality, even innovation."
"When brands become business systems, brand management becomes far too important to leave to the marketing department."
"The winning organization of the future will look more like a collection ofjazz ensembles than a symphony orchestra."
"Most of our organizations today derive from a model whose original purpose was to control creativity."
"Rather than being an obstacle, uncertainty is the very engine of transformation in a business, a continuous source of new opportunities."
"IP assets lack clear property lines. Every bit of intellectual property you can own comes with connections to other valuable innovations."
For more than forty years, The Boston Consulting Group has been shaping strategic thinking in business. The Boston Consulting Group on Strategy offers a broad and up-to-date selection of the firm's best ideas on strategy with fresh ideas, insights, and practical lessons for managers, executives, and entrepreneurs in every industry. Here's a sampling of the provocative thinking you'll find inside:
"You have to be the scientist of your own life and be astonished four times:at what is, what always has been, what once was, and what could be."
"The majority of products in most companies are cash traps . . . .[They] are not only worthless, but a perpetual drain on corporate resources."
"Use more debt than your competition or get out of the business."
"When information flows freely, reputation, more than reciprocity,becomes the basis for trust."
"As a strategic weapon, time is the equivalent of money, productivity,quality, even innovation."
"When brands become business systems, brand management becomes far too important to leave to the marketing department."
"The winning organization of the future will look more like a collection ofjazz ensembles than a symphony orchestra."
"Most of our organizations today derive from a model whose original purpose was to control creativity."
"Rather than being an obstacle, uncertainty is the very engine of transformation in a business, a continuous source of new opportunities."
"IP assets lack clear property lines. Every bit of intellectual property you can own comes with connections to other valuable innovations."
Back Cover copy
A collection of the best thinking from one of the most innovative management consulting firms in the world
For more than forty years, The Boston Consulting Group has been shaping strategic thinking in business. The Boston Consulting Group on Strategy offers a broad and up-to-date selection of the firm's best ideas on strategy with fresh ideas, insights, and practical lessons for managers, executives, and entrepreneurs in every industry. Here's a sampling of the provocative thinking you'll find inside:
"You have to be the scientist of your own life and be astonished four times:at what is, what always has been, what once was, and what could be."
"The majority of products in most companies are cash traps . . . .[They] are not only worthless, but a perpetual drain on corporate resources."
"Use more debt than your competition or get out of the business."
"When information flows freely, reputation, more than reciprocity,becomes the basis for trust."
"As a strategic weapon, time is the equivalent of money, productivity,quality, even innovation."
"When brands become business systems, brand management becomes far too important to leave to the marketing department."
"The winning organization of the future will look more like a collection ofjazz ensembles than a symphony orchestra."
"Most of our organizations today derive from a model whose original purpose was to control creativity."
"Rather than being an obstacle, uncertainty is the very engine of transformation in a business, a continuous source of new opportunities."
"IP assets lack clear property lines. Every bit of intellectual property you can own comes with connections to other valuable innovations."
For more than forty years, The Boston Consulting Group has been shaping strategic thinking in business. The Boston Consulting Group on Strategy offers a broad and up-to-date selection of the firm's best ideas on strategy with fresh ideas, insights, and practical lessons for managers, executives, and entrepreneurs in every industry. Here's a sampling of the provocative thinking you'll find inside:
"You have to be the scientist of your own life and be astonished four times:at what is, what always has been, what once was, and what could be."
"The majority of products in most companies are cash traps . . . .[They] are not only worthless, but a perpetual drain on corporate resources."
"Use more debt than your competition or get out of the business."
"When information flows freely, reputation, more than reciprocity,becomes the basis for trust."
"As a strategic weapon, time is the equivalent of money, productivity,quality, even innovation."
"When brands become business systems, brand management becomes far too important to leave to the marketing department."
"The winning organization of the future will look more like a collection ofjazz ensembles than a symphony orchestra."
"Most of our organizations today derive from a model whose original purpose was to control creativity."
"Rather than being an obstacle, uncertainty is the very engine of transformation in a business, a continuous source of new opportunities."
"IP assets lack clear property lines. Every bit of intellectual property you can own comes with connections to other valuable innovations."
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Dans ce livre
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Première phrase
WHAT IS STRATEGY? Lire la première page
Couverture | Copyright | Table des matières | Extrait | Index | Quatrième de couverture
WHAT IS STRATEGY? Lire la première page
En découvrir plus
Concordance
Parcourir les pages échantillon
Concordance
Couverture | Copyright | Table des matières | Extrait | Index | Quatrième de couverture
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Commentaires client les plus utiles
5 internautes sur 6 ont trouvé ce commentaire utile
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méthodologies pour consultants,
Par
Ce commentaire fait référence à cette édition : The Boston Consulting Group on Strategy (Relié)
Cet ouvrage est un bon point de depart. Il rapelle les principes elementaires du cabinet comme les matrices. Il va même plus loin en révélant des méthodologies fort utiles. Bref, cette bible servira aux débutants comme aux managers confirmés. Néanmoins il ne faut pas attendre autre chose que des méthodologies de consultant : toute la difficulté reste ensuite de les appliquer !
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4 internautes sur 5 ont trouvé ce commentaire utile
5.0 étoiles sur 5
Au commencement était... la courbe d'expérience,
Par
Ce commentaire fait référence à cette édition : The Boston Consulting Group on Strategy (Relié)
La découverte de la courbe d'expérience pour la stratégie, c'est pour moi l'équivalent de la formalisation de la gravité par Newton pour la physique classique : le moment fondateur où les axiomes de bases sont posés sur des observations du monde extérieur. Le moment rare du basculement, de la fondation.The Boston Consulting Group on Strategy rassemble les meilleurs textes du BCG sur la stratégie d'entreprise, avec beaucoup d'articles de Bruce Henderson (le fondateur), explorant notamment les implications de ce concept de courbe d'expérience (le coût de revient décroît selon la production cumulée, en moyenne de 20% à chaque doublement de la production cumulée). De là, on arrive assez naturellement à la matrice BCG (taux de croissance du marché en regard de la part de marché relative), qui permet d'analyser le positionnement des produits d'une entreprise. C'est la première fois qu'on arrive à justifier de façon rationnelle la valeur de la part de marché, le choix des politiques de portefeuille... J'insiste sur la courbe d'expérience, mais bien sûr les auteurs n'oublient pas les développements plus récents (l'excellent trading up/trading down par exemple). Bref, une superbe introduction aux concepts les plus importants de la stratégie, et un formidable réservoir de concepts pour nourrir ses analyses. Conseillé pour tous, en particulier à ceux qui envisagent de candidater pour des cabinets de conseil... Aidez d'autres clients à trouver les commentaires les plus utiles
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