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Private Equity Remains Attractive Relative to Public Equity
MorganStanley · 2025 · market_landscape
Private Equity Remains Attractive Relative to Public Equity
 On behalf of BCG’s global partner group, we hope that this book will inspire you to be bold in your ambitions and enable you to succeed in your transformations.
BCG · 2016 · other
On behalf of BCG’s global partner group, we hope that this book will inspire you to be bold in your ambitions and enable you to succeed in your transformations.
 The Transformation Imperative
BCG · 2016 · context
The Transformation Imperative
 Businesses Face Growing Disruption from All Directions
BCG · 2016 · industry_trends
Businesses Face Growing Disruption from All Directions
 A Three-Part Transformation Framework
BCG · 2016 · context
A Three-Part Transformation Framework
$340 million — median annual impact
 A successful transformation requires balancing short-term funding, medium-term business model evolution, and long-term organizational alignment.
BCG · 2016 · key_messages
A successful transformation requires balancing short-term funding, medium-term business model evolution, and long-term organizational alignment.
 Transformations by Initial Position and Trajectory
BCG · 2016 · framework_other
Transformations by Initial Position and Trajectory
 A Transformation Screen Looks at Company and Industry Considerations
BCG · 2016 · framework_2x2
A Transformation Screen Looks at Company and Industry Considerations
 Welcome to the Era of “Always On” Transformation
BCG · 2016 · context
Welcome to the Era of “Always On” Transformation
 Companies Require Different Types of Transformation
BCG · 2016 · framework_other
Companies Require Different Types of Transformation
 Companies Are Pursuing Multiple Transformations
BCG · 2016 · industry_trends
Companies Are Pursuing Multiple Transformations
85% — Number of companies
 In the Era of “Always On” Transformation, Change Is an Ongoing Process
BCG · 2016 · process_diagram
In the Era of “Always On” Transformation, Change Is an Ongoing Process
 Four Primary Levers Can Help Fund the Journey
BCG · 2016 · framework_other
Four Primary Levers Can Help Fund the Journey
 A CONSUMER-PACKAGED-GOODS COMPANY USES SEVERAL LEVERS TO FUND ITS TRANSFORMATION JOURNEY
BCG · 2016 · case_study
A CONSUMER-PACKAGED-GOODS COMPANY USES SEVERAL LEVERS TO FUND ITS TRANSFORMATION JOURNEY
10% — EBIT
 A GLOBAL INSURER IMPLEMENTS A VALUE-BASED TRANSFORMATION
BCG · 2016 · case_study
A GLOBAL INSURER IMPLEMENTS A VALUE-BASED TRANSFORMATION
$400 million — cost savings
 A GERMAN HEALTH INSURER TRANSFORMS ITSELF TO BETTER SERVE CUSTOMERS
BCG · 2016 · case_study
A GERMAN HEALTH INSURER TRANSFORMS ITSELF TO BETTER SERVE CUSTOMERS
90% — customer reach
 A GERMAN HEALTH INSURER TRANSFORMS ITSELF TO BETTER SERVE CUSTOMERS (CONTINUED)
BCG · 2016 · case_study
A GERMAN HEALTH INSURER TRANSFORMS ITSELF TO BETTER SERVE CUSTOMERS (CONTINUED)
€300 million — annual savings
 The Target Operating Model Requires Addressing Four Core Elements
BCG · 2016 · framework_other
The Target Operating Model Requires Addressing Four Core Elements
 A LEADING BANK USES A LEAN APPROACH TO TRANSFORM ITS TARGET OPERATING MODEL
BCG · 2016 · case_study
A LEADING BANK USES A LEAN APPROACH TO TRANSFORM ITS TARGET OPERATING MODEL
 A LEADING BANK USES A LEAN APPROACH TO TRANSFORM ITS TARGET OPERATING MODEL (CONTINUED)
BCG · 2016 · case_study
A LEADING BANK USES A LEAN APPROACH TO TRANSFORM ITS TARGET OPERATING MODEL (CONTINUED)
25% — productivity
 The Organizational Context Shapes Critical Outcomes
BCG · 2016 · framework_other
The Organizational Context Shapes Critical Outcomes
 KEY LESSONS IN CULTURAL CHANGE DURING A TRANSFORMATION
BCG · 2016 · key_messages
KEY LESSONS IN CULTURAL CHANGE DURING A TRANSFORMATION
 A RETAILER USES PURPOSE TO INSPIRE EMPLOYEES AND IMPROVE BUSINESS RESULTS
BCG · 2016 · case_study
A RETAILER USES PURPOSE TO INSPIRE EMPLOYEES AND IMPROVE BUSINESS RESULTS
 Transformation Success Requires Engaging the Extended Leadership Team
BCG · 2016 · framework_other
Transformation Success Requires Engaging the Extended Leadership Team
 NOKIA’S LEADERS REINVENT THE COMPANY (AGAIN)
BCG · 2016 · case_study
NOKIA’S LEADERS REINVENT THE COMPANY (AGAIN)
 FOUR REASONS WHY EXECUTIVE TEAMS UNDERDELIVER
BCG · 2016 · case_study
FOUR REASONS WHY EXECUTIVE TEAMS UNDERDELIVER
 Build critical capabilities.
BCG · 2016 · context
Build critical capabilities.
 To produce the greatest value, each initiative roadmap should be rigor tested.
BCG · 2016 · other
To produce the greatest value, each initiative roadmap should be rigor tested.
130% — value capture
 HR Must Evolve into a Strategic Transformation Partner
BCG · 2016 · process_diagram
HR Must Evolve into a Strategic Transformation Partner
 The Transformation Process for CEOs Has Four Stages
BCG · 2016 · process_diagram
The Transformation Process for CEOs Has Four Stages
 A NEW RETAIL CEO HITS THE GROUND RUNNING
BCG · 2016 · case_study
A NEW RETAIL CEO HITS THE GROUND RUNNING
 In particular, CEOs should avoid a number of common pitfalls during this phase, including the following:
BCG · 2016 · problem_statement
In particular, CEOs should avoid a number of common pitfalls during this phase, including the following:
 A PHARMACEUTICAL COMPANY TRANSFORMS ITSELF AND GENERATES $20 BILLION IN VALUE
BCG · 2016 · case_study
A PHARMACEUTICAL COMPANY TRANSFORMS ITSELF AND GENERATES $20 BILLION IN VALUE
$20 billion — Company value
 A BANK’S TRANSFORMATION BOOSTS CUSTOMER SATISFACTION AND FINANCIAL PERFORMANCE
BCG · 2016 · case_study
A BANK’S TRANSFORMATION BOOSTS CUSTOMER SATISFACTION AND FINANCIAL PERFORMANCE
 Directive and Inclusive Leadership
BCG · 2016 · other
Directive and Inclusive Leadership
 Transformation Leadership Must Be Directive and Inclusive
BCG · 2016 · framework_other
Transformation Leadership Must Be Directive and Inclusive
 A MANUFACTURER LAYS THE GROUNDWORK FOR AN AMBITIOUS TRANSFORMATION
BCG · 2016 · case_study
A MANUFACTURER LAYS THE GROUNDWORK FOR AN AMBITIOUS TRANSFORMATION
 Thriving CEOs were quicker than ousted CEOs to make bold moves in their first year
BCG · 2016 · key_takeaways
Thriving CEOs were quicker than ousted CEOs to make bold moves in their first year
 The Lack of Well-Defined Milestones with Clear Impact Metrics Has Killed Many Change Initiatives
BCG · 2016 · problem_statement
The Lack of Well-Defined Milestones with Clear Impact Metrics Has Killed Many Change Initiatives
36% — Respondents (%)
 The Change Delta Helps Organizations Achieve Sustainable Change Through an Integrated Approach
BCG · 2016 · framework_other
The Change Delta Helps Organizations Achieve Sustainable Change Through an Integrated Approach
 Exhibit 4 | Messages About Change Usually Do Not "Take" Until They Have Been Communicated Multiple Times
BCG · 2016 · framework_other
Exhibit 4 | Messages About Change Usually Do Not "Take" Until They Have Been Communicated Multiple Times
9 — stages of response to change messages
 In Unity Is Strength
BCG · 2016 · other
In Unity Is Strength
 A TECHNOLOGY COMPANY BUILDS A NEW PRICING CAPABILITY
BCG · 2016 · case_study
A TECHNOLOGY COMPANY BUILDS A NEW PRICING CAPABILITY
 Align leaders on the overall process.
BCG · 2016 · implementation_plan
Align leaders on the overall process.
 AN AUTO MANUFACTURER BUILDS DIGITAL CAPABILITIES
BCG · 2016 · case_study
AN AUTO MANUFACTURER BUILDS DIGITAL CAPABILITIES
 AN INDUSTRIAL COMPANY PILOTS A CAPABILITY-BUILDING PROGRAM FOR MANAGERS
BCG · 2016 · case_study
AN INDUSTRIAL COMPANY PILOTS A CAPABILITY-BUILDING PROGRAM FOR MANAGERS
6,000 — line managers trained
 A SOFTWARE COMPANY BUILDS A CAPABILITY TO SUPPORT A NEW BUSINESS MODEL
BCG · 2016 · case_study
A SOFTWARE COMPANY BUILDS A CAPABILITY TO SUPPORT A NEW BUSINESS MODEL
 Industries Are at Different Stages in the Adoption of Digital Technology
BCG · 2016 · industry_trends
Industries Are at Different Stages in the Adoption of Digital Technology
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