{ "schemaVersion": "deck-intelligence.v1", "id": "019dd923-5ca1-7489-b634-df215e4f0bc1", "slug": "b89c4b2a8f5b0c45", "title": "Transformation Ebook", "subtitle": "BCG", "author": "BCG", "pageCount": 167, "kind": "consulting-deck", "orientation": "landscape", "aspectRatio": 2.5, "document": { "id": "019dd923-5ca1-7489-b634-df215e4f0bc1", "slug": "b89c4b2a8f5b0c45", "title": "Transformation Ebook", "rawTitle": "Transformation Ebook", "authorId": "BCG", "authorName": "BCG", "authorDisplay": "BCG", "kind": { "slug": "consulting-deck", "label": "Consulting deck" }, "sourceType": { "slug": "strategy_consulting", "label": "Strategy consulting" }, "fileName": "2016-Transformation-Ebook.pdf", "sourceUrl": "https://media-publications.bcg.com/transformation-ebook/BCG-Transformation-Nov-2016.pdf", "sourceDate": null, "presentationDate": null, "ingestedAt": "2026-04-23 20:51:29+00", "status": "ready", "pageCount": 167, "orientation": "landscape", "aspectRatio": 2.5, "targetCompany": null, "targetTicker": null, "metadata": { "local_root": "/tmp/legacy-images/b89c4b2a8f5b0c45", "origin_corpus": "consulting" } }, "coverage": { "pageCount": 167, "pagesIndexed": 167, "pagesWithImages": 167, "pagesWithMetadata": 167, "imageCoveragePct": 100, "metadataCoveragePct": 100, "componentCount": 1077, "chartCount": 7, "metricSlides": 42, "toolMatches": 201, "documentToolMatches": 0, "frameworkMatches": 64, "arcMatches": 2, "beatMatches": 8, "loopMatches": 12, "patternMatches": 0, "storymakersMatch": true, "scoreAvailable": true, "reviewAvailable": true, "activistThesisAvailable": false, "pitchdeckMetadataAvailable": false, "pitchdeckProfileAvailable": false }, "blocks": [], "matches": { "arcs": [ { "arc": { "name": "The Consultant's Gambit", "slug": "consultants-gambit", "status": "active", "bestFor": "Business cases, project proposals, strategic recommendations", "canonId": "019dd956-5e0a-73c8-b305-81c38c959e9c", "version": 1, "bodyDocId": "019df22a-2356-73eb-8061-d8c81dc0aa49", "structure": "Situation & Context -> Problem & Complication -> Solution & Approach -> Evidence & Proof -> Impact & Next Steps", "description": null, "familyLabel": null, "categoryName": "Strategy & Business", "categorySlug": "strategy-business" }, "matchId": "019dd95a-0543-7581-99af-889aa59b8b5f", "evidence": "Classic BCG ebook flow: imperative (pp.9-11) -> always-on complication (pp.16-22) -> 3-part framework (Part I) -> execution chapters with case proof (Part II) -> distinctive applications (Part III).", "isPrimary": true, "confidence": 85, "extraction": { "at": "2026-04-29 13:07:28.977035+00", "model": "claude-legacy", "runId": null, "seconds": null, "promptVersion": null } }, { "arc": { "name": "The Triple Take", "slug": "triple-take", "status": "active", "bestFor": "Data-driven presentations, research findings", "canonId": "019dd956-6221-73ad-bc12-378f8eb1f018", "version": 1, "bodyDocId": "019df22a-2356-73eb-8061-d8c81dc0aa49", "structure": "The Facts (What) -> The Implications (So What) -> The Action (Now What)", "description": null, "familyLabel": null, "categoryName": "Analysis & Information", "categorySlug": "analysis-information" }, "matchId": "019dd95a-0543-7581-99af-8f7178c92fe7", "evidence": "Three-part book mirrors What/So-What/Now-What: framework (Part I) -> execution (Part II) -> applied contexts (Part III).", "isPrimary": false, "confidence": 65, "extraction": { "at": "2026-04-29 13:07:28.977035+00", "model": "claude-legacy", "runId": null, "seconds": null, "promptVersion": null } } ], "beats": [ { "to": 19, "arc": { "name": "The Consultant's Gambit", "slug": "consultants-gambit", "status": "active", "bestFor": "Business cases, project proposals, strategic recommendations", "canonId": "019dd956-5e0a-73c8-b305-81c38c959e9c", "version": 1, "bodyDocId": "019df22a-2356-73eb-8061-d8c81dc0aa49", "structure": "Situation & Context -> Problem & Complication -> Solution & Approach -> Evidence & Proof -> Impact & Next Steps", "description": null, "familyLabel": null, "categoryName": "Strategy & Business", "categorySlug": "strategy-business" }, "from": 9, "name": "Situation & Context", "beatId": "019dd95a-0702-74a3-87e2-9976a5237ff3", "matchId": "019dd95a-0543-7581-99af-889aa59b8b5f", "beatType": { "name": "Situation & Context", "slug": "consultants-gambit-situation-context", "status": "active", "canonId": "019dd9b8-05ae-741b-992d-65ee83c639b3", "version": 1, "description": null }, "evidence": "Transformation imperative + disruption + always-on era data.", "position": 1, "isPrimaryArc": true, "parentBeatType": { "name": "Setup", "slug": "setup", "status": "active", "canonId": "019dd9b8-020e-7505-af9b-d9b9a4679bcc", "version": 1, "description": "Where the deck grounds the reader before doing anything else. 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13:07:29.689431+00", "model": "claude-legacy", "runId": null, "seconds": null, "promptVersion": null } }, { "to": 22, "from": 16, "loop": { "name": "02_pattern_hunter", "slug": "02-pattern-hunter", "status": "active", "bestFor": "Time-pressed audiences, building consensus, when data is strong", "canonId": "019dd956-6695-771a-be2e-f1748ef041a4", "version": 1, "bodyDocId": "019df22a-2420-77be-bc41-ded96d08cb21", "structure": "Evidence A -> Evidence B -> Evidence C -> Pattern/Conclusion", "description": "Group multiple pieces of evidence that together point to a pattern or conclusion", "familyLabel": null, "categoryName": "Logical Reasoning", "categorySlug": "logical-reasoning" }, "matchId": "019dd95a-088c-724c-b30e-c2ec61ff0d49", "evidence": "85% stat + multi-type analysis + ongoing-process diagram -> always-on conclusion.", "position": 3, "objective": "Aggregate evidence to declare an always-on era", "confidence": 70, "extraction": { "at": "2026-04-29 13:07:29.689431+00", "model": 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"frameworkName": "bcg-growth-share-matrix" }, { "matchId": "8acae18c-ebe0-48f7-9d4a-acb6d6f4edc9", "evidence": "Mentions assessing business units for expansion/exit and allocating capital accordingly.", "framework": null, "confidence": 0.8, "extraction": { "at": "2026-05-02 19:42:46.611+00", "model": "google/gemini-3.1-flash-lite-preview-20260303", "runId": null, "seconds": null, "promptVersion": null }, "pageNumber": 39, "frameworkName": "capital-allocation-framework" }, { "matchId": "5efc51e8-0709-4a14-8533-7aff856fa0e4", "evidence": "Mentions 'utilize a lean approach' and 'end-to-end lean approach'", "framework": null, "confidence": 0.9, "extraction": { "at": "2026-05-02 19:42:52.199+00", "model": "google/gemini-3.1-flash-lite-preview-20260303", "runId": null, "seconds": null, "promptVersion": null }, "pageNumber": 45, "frameworkName": "Lean Management" }, { "matchId": "019dd95a-1ca6-71be-9e5b-24e77f1924bb", "evidence": "Title states Target Operating Model Requires Addressing Four 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19:42:48.411+00", "model": "google/gemini-3.1-flash-lite-preview-20260303", "runId": null, "seconds": null, "promptVersion": null }, "componentId": "9a30b5f3-4deb-4712-a168-cf7e251d9a20", "parentComponentId": null }, { "bbox": { "h": 0.07, "w": 0.74, "x": 0.13, "y": 0.44 }, "kind": "list", "text": "PUBLIC-SPENDING PRESSURE: Rising costs across most aspects of government create pressure to trim budgets, cut programs, or both.", "attrs": null, "canon": { "kind": { "name": "List", "slug": "list", "status": "active", "canonId": "019de52c-f94b-779b-a53b-fd4904a5f4d2", "version": 1, "description": "Bullet or numbered list." }, "tool": null, "subkind": { "name": "Bullet list", "slug": "bullet", "status": "active", "canonId": "019de52c-fc98-7169-a083-5cab805076ca", "version": 1, "description": null }, "framework": null }, "subkind": "bullet", "groupRole": null, "confidence": null, "extraction": { "at": "2026-05-02 19:42:48.411+00", "model": "google/gemini-3.1-flash-lite-preview-20260303", 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(See “Die Another Day: What Leaders Can Do About the Shrinking Life Expectancy of Corporations,” BCG Perspectives, July 2015.) A leading company that misses one market shift loses three to five years in development time, which is enough to cede the leading position. Miss two turns, and your company is in real danger. 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Across industries and geographies, leaders of successful companies aspire to go beyond merely hitting financial objectives. Many are driven by a strong sense of purpose: to change the world for the better for their customers, their employees, and society at large. Others see opportunities to capitalize on their advantaged positions and capabilities. These leaders are constantly pushing themselves to aim higher, grow faster, and develop new business models and new ways of working. 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A transformation is a profound change in strategy, business model, organization, people, and processes—either enterprise-wide or within a specific business unit, function, or market. It is not an incremental change but a fundamental reboot of the business, enabling it to achieve a sustainable step-change improvement in performance and, ultimately, shareholder value. Unlike continuous improvement (which focuses on small-scale changes that start with employees and percolate up through the organization), transformation requires a series of much larger, interdependent initiatives that are initiated by top management.", "attrs": null, "canon": { "kind": { "name": "Paragraph", "slug": "paragraph", "status": "active", "canonId": "5f2affc0-941d-4d07-959d-4bfc1930cea4", "version": 1, "description": "Single prose block in the body of a slide." }, "tool": null, "subkind": { "name": "Paragraph", "slug": "paragraph", "status": "active", "canonId": "019de52c-fb80-75af-aa5c-a7a4bfac2433", "version": 1, "description": null }, "framework": null }, "subkind": "paragraph", "groupRole": null, "confidence": null, "extraction": { "at": "2026-05-02 19:42:42.171+00", "model": "google/gemini-3.1-flash-lite-preview-20260303", "runId": null, "seconds": null, "promptVersion": null }, "componentId": "4f5dfdf6-8413-4f9e-aec0-256457d0c558", "parentComponentId": null }, { "bbox": { "h": 0.05, "w": 0.7, "x": 0.15, "y": 0.87 }, "kind": "paragraph", "text": "Based on BCG's experience helping to execute transformations across industries and regions worldwide, we have developed a proven framework that consists of three critical components (see Exhibit 2):", "attrs": null, "canon": { "kind": { "name": "Paragraph", "slug": "paragraph", "status": "active", "canonId": "5f2affc0-941d-4d07-959d-4bfc1930cea4", "version": 1, "description": "Single prose block in the body of a slide." }, "tool": null, "subkind": { "name": "Paragraph", "slug": "paragraph", "status": "active", "canonId": "019de52c-fb80-75af-aa5c-a7a4bfac2433", "version": 1, "description": null }, "framework": null }, "subkind": "paragraph", "groupRole": null, "confidence": null, "extraction": { "at": "2026-05-02 19:42:42.171+00", "model": "google/gemini-3.1-flash-lite-preview-20260303", "runId": null, "seconds": null, "promptVersion": null }, "componentId": "72e9bb99-29d0-4d69-9dec-0bc99bb49d0f", "parentComponentId": null }, { "bbox": { "h": 0.12, "w": 0.7, "x": 0.15, "y": 0.61 }, "kind": "paragraph", "text": "BCG has helped leaders of companies—and other types of institutions—execute transformations that have led to significant financial impact. We have completed more than 400 transformations, generating a median annual impact of approximately $340 million through cost cuts, revenue increases, the application of capital efficiency levers, and improvements in organization performance.", "attrs": null, "canon": { "kind": { "name": "Paragraph", "slug": "paragraph", "status": "active", "canonId": "5f2affc0-941d-4d07-959d-4bfc1930cea4", "version": 1, "description": "Single prose block in the body of a slide." }, "tool": null, "subkind": { "name": "Paragraph", "slug": "paragraph", "status": "active", "canonId": "019de52c-fb80-75af-aa5c-a7a4bfac2433", "version": 1, "description": null }, "framework": null }, "subkind": "paragraph", "groupRole": null, "confidence": null, "extraction": { "at": "2026-05-02 19:42:42.171+00", "model": "google/gemini-3.1-flash-lite-preview-20260303", "runId": null, "seconds": null, "promptVersion": null }, "componentId": "a178af88-7b14-4b81-a22d-2d6907212863", "parentComponentId": null }, { "bbox": { "h": 0.08, "w": 0.7, "x": 0.15, "y": 0.74 }, "kind": "paragraph", "text": "This book distills our experience and insight from those client engagements—along with proprietary research and several dozen reports on the topic—into a single publication. This book is dedicated to the CEOs, boards of directors, and leadership teams who are charged with the leadership required to launch, drive, and sustain transformation programs.", "attrs": null, "canon": { "kind": { "name": "Paragraph", "slug": "paragraph", "status": "active", "canonId": "5f2affc0-941d-4d07-959d-4bfc1930cea4", "version": 1, "description": "Single prose block in the body of a slide." }, "tool": null, "subkind": { "name": "Paragraph", "slug": "paragraph", "status": "active", "canonId": "019de52c-fb80-75af-aa5c-a7a4bfac2433", "version": 1, "description": null }, "framework": null }, "subkind": "paragraph", "groupRole": null, "confidence": null, "extraction": { "at": "2026-05-02 19:42:42.171+00", "model": "google/gemini-3.1-flash-lite-preview-20260303", "runId": null, "seconds": null, "promptVersion": null }, "componentId": "bc9d9cbc-1023-43f1-bfc2-56b7684f49a5", "parentComponentId": null }, { "bbox": { "h": 0.03, "w": 0.4, "x": 0.15, "y": 0.83 }, "kind": "title", "text": "A Three-Part Transformation Framework", "attrs": null, "canon": { "kind": { "name": "Title", "slug": "title", "status": "active", "canonId": "019de52c-f7dd-76d9-b848-b1f12bd85cf4", "version": 1, "description": "Slide title or headline." }, "tool": null, "subkind": { "name": "Headline", "slug": "headline", "status": "active", "canonId": "019de52c-fae1-7463-9a7c-d60668eced0d", "version": 1, "description": null }, "framework": null }, "subkind": "headline", "groupRole": null, "confidence": null, "extraction": { "at": "2026-05-02 19:42:42.171+00", "model": "google/gemini-3.1-flash-lite-preview-20260303", "runId": null, "seconds": null, "promptVersion": null }, "componentId": "013b251e-0f5f-4e45-ba81-5da9efa80a21", "parentComponentId": null } ], "metrics": [ { "metricRaw": "median annual impact", "numberRaw": "$340 million", "numberKind": "money", "actionTitle": "A Three-Part Transformation Framework", "calloutText": "A transformation is a profound change in strategy, business model, organization, people, and processes—either enterprise-wide or within a specific business unit, function, or market.", "numberScale": "m", "numberValue": 340, "metricFamily": "other", "numberCurrency": "$" } ], "tools": [ { "tool": { "name": "Action Titles", "slug": "action-titles", "status": "active", "bestFor": "Any decision-grade deliverable — strategy recommendation, board update, investment memo, M&A review, post-mortem — where the reader is being asked to agree, decide, or act and will skim the title bar at speed.", "canonId": "019dd956-ac70-700b-a608-ba58e78f5dcc", "version": 1, "bodyDocId": "816dad3c-9983-41c1-a86e-978ebd582841", "description": "The McKinsey-bred discipline of writing every slide title as a complete declarative sentence with a verb and an insight, not a topic label. 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Recent research has found that up to half of performance requirements are contradictory and that overall organizational complexity has risen 35-fold since 1955. 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Many companies spend as much on marketing and advertising as they do on capital expenditures—but with far less analytical rigor. 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Companies can emerge from this process to pursue new business models, such as an innovative go-to-market approach or one that emphasizes digital technology.", "attrs": null, "canon": { "kind": { "name": "Paragraph", "slug": "paragraph", "status": "active", "canonId": "5f2affc0-941d-4d07-959d-4bfc1930cea4", "version": 1, "description": "Single prose block in the body of a slide." }, "tool": null, "subkind": { "name": "Paragraph", "slug": "paragraph", "status": "active", "canonId": "019de52c-fb80-75af-aa5c-a7a4bfac2433", "version": 1, "description": null }, "framework": null }, "subkind": "paragraph", "groupRole": null, "confidence": null, "extraction": { "at": "2026-05-02 19:42:46.265+00", "model": "google/gemini-3.1-flash-lite-preview-20260303", "runId": null, "seconds": null, "promptVersion": null }, "componentId": "5aaab947-a1e3-4801-b2f3-25c6f26bd7aa", "parentComponentId": null }, { "bbox": { "h": 0.15, "w": 0.8, "x": 0.11, "y": 0.6 }, "kind": "paragraph", "text": "Even as a company moves toward a new business model, however, it cannot simply ignore its legacy business model. 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It's possible to miss—or overstate—advantages. And today's advantages can be rendered obsolete or even become a liability as consumers, customers, and industries change.", "attrs": null, "canon": { "kind": { "name": "Paragraph", "slug": "paragraph", "status": "active", "canonId": "5f2affc0-941d-4d07-959d-4bfc1930cea4", "version": 1, "description": "Single prose block in the body of a slide." }, "tool": null, "subkind": { "name": "Paragraph", "slug": "paragraph", "status": "active", "canonId": "019de52c-fb80-75af-aa5c-a7a4bfac2433", "version": 1, "description": null }, "framework": null }, "subkind": "paragraph", "groupRole": null, "confidence": null, "extraction": { "at": "2026-05-02 19:42:46.611+00", "model": "google/gemini-3.1-flash-lite-preview-20260303", "runId": null, "seconds": null, "promptVersion": null }, "componentId": "5f00c8d4-d5e2-45dd-ad19-1ce2190454a6", "parentComponentId": null }, { "bbox": { "h": 0.02, "w": 0.02, "x": 0.87, "y": 0.91 }, "kind": "paragraph", "text": "31", "attrs": null, "canon": { "kind": { "name": "Paragraph", "slug": "paragraph", "status": "active", "canonId": "5f2affc0-941d-4d07-959d-4bfc1930cea4", "version": 1, "description": "Single prose block in the body of a slide." }, "tool": null, "subkind": { "name": "Paragraph", "slug": "paragraph", "status": "active", "canonId": "019de52c-fb80-75af-aa5c-a7a4bfac2433", "version": 1, "description": null }, "framework": null }, "subkind": "paragraph", "groupRole": null, "confidence": null, "extraction": { "at": "2026-05-02 19:42:46.611+00", "model": "google/gemini-3.1-flash-lite-preview-20260303", "runId": null, "seconds": null, "promptVersion": null }, "componentId": "8147d812-66f4-40d7-a1a1-428acc416891", "parentComponentId": null }, { "bbox": { "h": 0.02, "w": 0.2, "x": 0.15, "y": 0.91 }, "kind": "paragraph", "text": "WINNING IN THE MEDIUM TERM", "attrs": null, "canon": { "kind": { "name": "Paragraph", "slug": "paragraph", "status": "active", "canonId": "5f2affc0-941d-4d07-959d-4bfc1930cea4", "version": 1, "description": "Single prose block in the body of a slide." }, "tool": null, "subkind": { "name": "Paragraph", "slug": "paragraph", "status": "active", "canonId": "019de52c-fb80-75af-aa5c-a7a4bfac2433", "version": 1, "description": null }, "framework": null }, "subkind": "paragraph", "groupRole": null, "confidence": null, "extraction": { "at": "2026-05-02 19:42:46.611+00", "model": "google/gemini-3.1-flash-lite-preview-20260303", "runId": null, "seconds": null, "promptVersion": null }, "componentId": "c5ff80a7-5f7b-4e96-a9d5-7055ff75daee", "parentComponentId": null }, { "bbox": { "h": 0.08, "w": 0.7, "x": 0.15, "y": 0.46 }, "kind": "paragraph", "text": "Above and across all of these disciplines, one observation recurs: these companies pursue growth even as they take critical steps to fund the journey. 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As organizations transform, leaders need to ensure that they are truly enabling the people working within those organizations to contribute, to grow, to find meaning, and to be more productive.", "attrs": null, "canon": { "kind": { "name": "Paragraph", "slug": "paragraph", "status": "active", "canonId": "5f2affc0-941d-4d07-959d-4bfc1930cea4", "version": 1, "description": "Single prose block in the body of a slide." }, "tool": null, "subkind": { "name": "Paragraph", "slug": "paragraph", "status": "active", "canonId": "019de52c-fb80-75af-aa5c-a7a4bfac2433", "version": 1, "description": null }, "framework": null }, "subkind": "paragraph", "groupRole": null, "confidence": null, "extraction": { "at": "2026-05-02 19:42:48.631+00", "model": "google/gemini-3.1-flash-lite-preview-20260303", "runId": null, "seconds": null, "promptVersion": null }, "componentId": "ca3c2184-864e-4010-ac22-614789de4102", "parentComponentId": null }, { "bbox": { "h": 0.06, "w": 0.7, "x": 0.15, "y": 0.85 }, "kind": "paragraph", "text": "Let's acknowledge that change is hard. People naturally resist change, especially when it is imposed upon them. But organizations do things that make it even harder—and more exhausting for people—than it", "attrs": null, "canon": { "kind": { "name": "Paragraph", "slug": "paragraph", "status": "active", "canonId": "5f2affc0-941d-4d07-959d-4bfc1930cea4", "version": 1, "description": "Single prose block in the body of a slide." }, "tool": null, "subkind": { "name": "Paragraph", "slug": "paragraph", "status": "active", "canonId": "019de52c-fb80-75af-aa5c-a7a4bfac2433", "version": 1, "description": null }, "framework": null }, "subkind": "paragraph", "groupRole": null, "confidence": null, "extraction": { "at": "2026-05-02 19:42:48.631+00", "model": "google/gemini-3.1-flash-lite-preview-20260303", "runId": null, "seconds": null, "promptVersion": null }, "componentId": "d6d4d5bf-e6fb-4ca2-8859-105d6a597bce", "parentComponentId": null }, { "bbox": { "h": 0.08, "w": 0.7, "x": 0.15, "y": 0.22 }, "kind": "paragraph", "text": "After funding the journey and winning in the medium term, the third key element of the transformation framework is organizing for sustained performance, which requires putting people first and addressing the context in which they work.", "attrs": null, "canon": { "kind": { "name": "Paragraph", "slug": "paragraph", "status": "active", "canonId": "5f2affc0-941d-4d07-959d-4bfc1930cea4", "version": 1, "description": "Single prose block in the body of a slide." }, "tool": null, "subkind": { "name": "Paragraph", "slug": "paragraph", "status": "active", "canonId": "019de52c-fb80-75af-aa5c-a7a4bfac2433", "version": 1, "description": null }, "framework": null }, "subkind": "paragraph", "groupRole": null, "confidence": null, "extraction": { "at": "2026-05-02 19:42:48.631+00", "model": "google/gemini-3.1-flash-lite-preview-20260303", "runId": null, "seconds": null, "promptVersion": null }, "componentId": "fb56bb02-99c9-4fd7-9336-6f99053ce985", "parentComponentId": null }, { "bbox": { "h": 0.1, "w": 0.7, "x": 0.15, "y": 0.08 }, "kind": "title", "text": "3. Organizing for Sustained Performance", "attrs": null, "canon": { "kind": { "name": "Title", "slug": "title", "status": "active", "canonId": "019de52c-f7dd-76d9-b848-b1f12bd85cf4", "version": 1, "description": "Slide title or headline." }, "tool": null, "subkind": { "name": "Headline", "slug": "headline", "status": "active", "canonId": "019de52c-fae1-7463-9a7c-d60668eced0d", "version": 1, "description": null }, "framework": null }, "subkind": "headline", "groupRole": null, "confidence": null, "extraction": { "at": "2026-05-02 19:42:48.631+00", "model": "google/gemini-3.1-flash-lite-preview-20260303", "runId": null, "seconds": null, "promptVersion": null }, "componentId": "5e17ad7d-59b8-46cf-ad12-1b007a4cde73", "parentComponentId": null }, { "bbox": { "h": 0.03, "w": 0.3, "x": 0.15, "y": 0.32 }, "kind": "title", "text": "Putting People First", "attrs": null, "canon": { "kind": { "name": "Title", "slug": "title", "status": "active", "canonId": "019de52c-f7dd-76d9-b848-b1f12bd85cf4", "version": 1, "description": "Slide title or headline." }, "tool": null, "subkind": { "name": "Subtitle", "slug": "subtitle", "status": "active", "canonId": "019de52c-fb09-739d-900c-815b0d9ac526", "version": 1, "description": null }, "framework": null }, "subkind": "subtitle", "groupRole": null, "confidence": null, "extraction": { "at": "2026-05-02 19:42:48.631+00", "model": "google/gemini-3.1-flash-lite-preview-20260303", "runId": null, "seconds": null, "promptVersion": null }, "componentId": "936b4dc9-07c7-4cda-964b-0c3a7fc37ba7", "parentComponentId": null }, { "bbox": { "h": 0.03, "w": 0.4, "x": 0.15, "y": 0.81 }, "kind": "title", "text": "How Context Shapes Performance", "attrs": null, "canon": { "kind": { "name": "Title", "slug": "title", "status": "active", "canonId": "019de52c-f7dd-76d9-b848-b1f12bd85cf4", "version": 1, "description": "Slide title or headline." }, "tool": null, "subkind": { "name": "Subtitle", "slug": "subtitle", "status": "active", "canonId": "019de52c-fb09-739d-900c-815b0d9ac526", "version": 1, "description": null }, "framework": null }, "subkind": "subtitle", "groupRole": null, "confidence": null, "extraction": { "at": "2026-05-02 19:42:48.631+00", "model": "google/gemini-3.1-flash-lite-preview-20260303", "runId": null, "seconds": null, "promptVersion": null }, "componentId": "9bb11b0c-8d70-47b9-98dc-a69e8e0e7d5f", "parentComponentId": null } ], "metrics": [], "tools": [ { "tool": { "name": "Action Titles", "slug": "action-titles", "status": "active", "bestFor": "Any decision-grade deliverable — strategy recommendation, board update, investment memo, M&A review, post-mortem — where the reader is being asked to agree, decide, or act and will skim the title bar at speed.", "canonId": "019dd956-ac70-700b-a608-ba58e78f5dcc", "version": 1, "bodyDocId": "816dad3c-9983-41c1-a86e-978ebd582841", "description": "The McKinsey-bred discipline of writing every slide title as a complete declarative sentence with a verb and an insight, not a topic label. 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Often, leaders try to motivate people through carrots and sticks (mostly sticks). Far too often, leaders expect people to perform at higher levels while working in an environment that does not foster and enable higher performance on a sustainable basis. 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With the insights thus generated, leaders can focus on the specific areas that require attention. It could be that the organization’s direction has not been effectively set, and the organization may lack purpose or clarity in its strategy or transformation agenda. Even if the direction is well established, there may be weaknesses in the leaders’ ability to convey and embody that direction. Alternatively, the organizational design may be inconsistent, with poorly defined roles or unclear decision rights. Or the organization may be weak on aligning its performance management systems to enable its strategy or not staffing the right talent in the right roles. Of course, many of the areas identified may also be strengths that can be further exploited. 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For example, what meaning and direction have the company set with its mission and strategy, and how do its leaders and pivotal capabilities embody this? Is the organization’s design—its reporting structure, decision making, role definition, and processes—consistent with the direction the company has set forth? 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For example, if the transformation requires a shift from product-driven innovation to client-driven development, the organization may operate more smoothly and sustain the shift longer if it moves from a focus on product P&Ls to an emphasis on customer segments. Whatever structure is chosen, it is essential that companies optimize individual managers’ spans of control to limit redundancy, increase efficiency, and direct managers’ focus to the right priorities—ever more crucial in a transformation environment in which resources and time are limited.", "attrs": null, "canon": { "kind": { "name": "Paragraph", "slug": "paragraph", "status": "active", "canonId": "5f2affc0-941d-4d07-959d-4bfc1930cea4", "version": 1, "description": "Single prose block in the body of a slide." }, "tool": null, "subkind": { "name": "Paragraph", "slug": "paragraph", "status": "active", "canonId": "019de52c-fb80-75af-aa5c-a7a4bfac2433", "version": 1, "description": null }, "framework": null }, "subkind": "paragraph", "groupRole": null, "confidence": null, "extraction": { "at": "2026-05-02 19:42:49.952+00", "model": "google/gemini-3.1-flash-lite-preview-20260303", "runId": null, "seconds": null, "promptVersion": null }, "componentId": "4280fce2-4d0e-4915-9a96-b20bee043d74", "parentComponentId": null }, { "bbox": { "h": 0.2, "w": 0.78, "x": 0.11, "y": 0.29 }, "kind": "paragraph", "text": "If an organization’s structure can be thought of as its skeleton, then roles and collaboration make up its nervous system: Clarified roles and mechanisms for collaboration and effective decision making, in turn, support accountability, which is essential to avoid ambiguity about responsibilities and direction. Collaboration also provides the connections that allow different parts of an organization to work together effectively; forums, councils, and cross-functional teams are reliable mechanisms for fostering this collaboration. 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Companies are increasingly embarking on transformations that rewire the way they operate—including new business models, digitization, and fundamental changes to the roles of business units and functions. As a result, companies invariably need to build new capabilities. 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The case for change is typically made to internal stakeholders in various venues, such as workshops and town hall meetings, as well as through communication channels that allow the CEO to answer important questions on vision, approach, and tactical next steps.", "attrs": null, "canon": { "kind": { "name": "Paragraph", "slug": "paragraph", "status": "active", "canonId": "5f2affc0-941d-4d07-959d-4bfc1930cea4", "version": 1, "description": "Single prose block in the body of a slide." }, "tool": null, "subkind": { "name": "Paragraph", "slug": "paragraph", "status": "active", "canonId": "019de52c-fb80-75af-aa5c-a7a4bfac2433", "version": 1, "description": null }, "framework": null }, "subkind": "paragraph", "groupRole": null, "confidence": null, "extraction": { "at": "2026-05-02 19:42:57.594+00", "model": "google/gemini-3.1-flash-lite-preview-20260303", "runId": null, "seconds": null, "promptVersion": null }, "componentId": "8e7a3309-fab6-42e2-90ea-866febf091f4", "parentComponentId": null }, { "bbox": { "h": 0.05, "w": 0.7, "x": 0.15, "y": 0.72 }, "kind": "paragraph", "text": "(For more on this phase of transformation, see the chapter “Funding the Journey.”)", "attrs": null, "canon": { "kind": { "name": "Paragraph", "slug": "paragraph", "status": "active", "canonId": "5f2affc0-941d-4d07-959d-4bfc1930cea4", "version": 1, "description": "Single prose block in the body of a slide." }, "tool": null, "subkind": { "name": "Paragraph", "slug": "paragraph", "status": "active", "canonId": "019de52c-fb80-75af-aa5c-a7a4bfac2433", "version": 1, "description": null }, "framework": null }, "subkind": "paragraph", "groupRole": null, "confidence": null, "extraction": { "at": "2026-05-02 19:42:57.594+00", "model": "google/gemini-3.1-flash-lite-preview-20260303", "runId": null, "seconds": null, "promptVersion": null }, "componentId": "a71c30aa-89cc-4430-beb9-2820d608419b", "parentComponentId": null }, { "bbox": { "h": 0.2, "w": 0.7, "x": 0.15, "y": 0.51 }, "kind": "paragraph", "text": "Prepare and launch the transformation. As the transformation starts to take shape and the case for change becomes clear, leaders must put the foundation in place for the transformation, balancing the long-term vision with the day-to-day reality. It is time for the CEO to shift gears, from planning the transformation to actually leading it. 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But there is no guarantee of failure in the former case, or of success in the latter.", "attrs": null, "canon": { "kind": { "name": "Paragraph", "slug": "paragraph", "status": "active", "canonId": "5f2affc0-941d-4d07-959d-4bfc1930cea4", "version": 1, "description": "Single prose block in the body of a slide." }, "tool": null, "subkind": { "name": "Paragraph", "slug": "paragraph", "status": "active", "canonId": "019de52c-fb80-75af-aa5c-a7a4bfac2433", "version": 1, "description": null }, "framework": null }, "subkind": "paragraph", "groupRole": null, "confidence": null, "extraction": { "at": "2026-05-02 19:42:53.23+00", "model": "google/gemini-3.1-flash-lite-preview-20260303", "runId": null, "seconds": null, "promptVersion": null }, "componentId": "cddc2ed4-855f-4f78-bccf-b5d9c9afc2dc", "parentComponentId": null }, { "bbox": { "h": 0.15, "w": 0.78, "x": 0.11, "y": 0.19 }, "kind": "paragraph", "text": "Perhaps the most important finding was that thriving CEOs were quicker than ousted CEOs to make bold moves in their first year. They appeared more inclined than ousted CEOs to “go for it”—to launch initiatives that were innovative and ambitious yet still realistic in their timelines. In addition, thriving CEOs tended to strike a better balance between short-term and long-term returns. 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Citrin\nSusan S. Hart\nDiana Dosik\nJudy Johnson\nShaheer Rizvi", "attrs": null, "canon": { "kind": { "name": "List", "slug": "list", "status": "active", "canonId": "019de52c-f94b-779b-a53b-fd4904a5f4d2", "version": 1, "description": "Bullet or numbered list." }, "tool": null, "subkind": { "name": "Bullet list", "slug": "bullet", "status": "active", "canonId": "019de52c-fc98-7169-a083-5cab805076ca", "version": 1, "description": null }, "framework": null }, "subkind": "bullet", "groupRole": null, "confidence": null, "extraction": { "at": "2026-05-02 19:42:53.088+00", "model": "google/gemini-3.1-flash-lite-preview-20260303", "runId": null, "seconds": null, "promptVersion": null }, "componentId": "92b0179a-6058-4a13-b1e5-414cd3edbc9f", "parentComponentId": null }, { "bbox": { "h": 0.1, "w": 0.7, "x": 0.15, "y": 0.08 }, "kind": "paragraph", "text": "they focused on them intently. And they visibly set the pace. Finally, when an initiative failed, they owned up to it and made no attempt to explain away the failure. 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Nassetta, president and CEO of Hilton Worldwide, found that out during a tour of Hilton properties soon after he took the reins. “People were practically screaming it from the company’s rooftops from around the world, very consistently, that we need to transform this company,” he said in an interview with BCG.", "attrs": null, "canon": { "kind": { "name": "Quote", "slug": "quote", "status": "active", "canonId": "019de52c-f8fb-751e-8bc6-d58e2d59562a", "version": 1, "description": "Pull quote or testimonial." }, "tool": null, "subkind": { "name": "Testimonial", "slug": "testimonial", "status": "active", "canonId": "019de52c-fc21-71b6-9ac3-8266a64945e8", "version": 1, "description": null }, "framework": null }, "subkind": "testimonial", "groupRole": null, "confidence": null, "extraction": { "at": "2026-05-02 19:42:54.387+00", "model": "google/gemini-3.1-flash-lite-preview-20260303", "runId": null, "seconds": null, "promptVersion": null }, "componentId": "6ae5e71e-cfc2-4844-a23a-222eebd2fd05", "parentComponentId": null }, { "bbox": null, "kind": "quote", "text": "People were practically screaming it from the company’s rooftops from around the world, very consistently, that we need to transform this company. — Christopher J. 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This element of the Change Delta starts with the top team's commitment to open, forthright, no-holds-barred discussion of the need for change and the objectives of a change effort. There can be no “undiscussable” topics among the management team members—no shrinking from debates about turf, power, or spans of control. 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That’s what happened at a European bank during a", "attrs": null, "canon": { "kind": { "name": "Paragraph", "slug": "paragraph", "status": "active", "canonId": "5f2affc0-941d-4d07-959d-4bfc1930cea4", "version": 1, "description": "Single prose block in the body of a slide." }, "tool": null, "subkind": { "name": "Paragraph", "slug": "paragraph", "status": "active", "canonId": "019de52c-fb80-75af-aa5c-a7a4bfac2433", "version": 1, "description": null }, "framework": null }, "subkind": "paragraph", "groupRole": null, "confidence": null, "extraction": { "at": "2026-05-02 19:43:01.321+00", "model": "google/gemini-3.1-flash-lite-preview-20260303", "runId": null, "seconds": null, "promptVersion": null }, "componentId": "4b9631eb-59a9-4a60-8e12-a2783f376bdd", "parentComponentId": null }, { "bbox": { "h": 0.05, "w": 0.78, "x": 0.11, "y": 0.52 }, "kind": "paragraph", "text": "have used the Change Delta approach have exceptionally high rates of meeting their targets while building organizational engagement and confidence in the future. (See Exhibit 2.)", "attrs": null, "canon": { "kind": { "name": "Paragraph", "slug": "paragraph", "status": "active", "canonId": "5f2affc0-941d-4d07-959d-4bfc1930cea4", "version": 1, "description": "Single prose block in the body of a slide." }, "tool": null, "subkind": { "name": "Paragraph", "slug": "paragraph", "status": "active", "canonId": "019de52c-fb80-75af-aa5c-a7a4bfac2433", "version": 1, "description": null }, "framework": null }, "subkind": "paragraph", "groupRole": null, "confidence": null, "extraction": { "at": "2026-05-02 19:43:01.321+00", "model": "google/gemini-3.1-flash-lite-preview-20260303", "runId": null, "seconds": null, "promptVersion": null }, "componentId": "bc6c6b3b-0f96-4f9c-8909-36d47730ad70", "parentComponentId": null }, { "bbox": null, "kind": "quote", "text": "Never assume that leaders get it. 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Rigorous methodologies, tools, and testing of initiatives are required. 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Critical stakeholders are deeply engaged. Essential behaviors are reinforced. Accountability is hardwired in line management metrics.", "attrs": null, "canon": { "kind": { "name": "List", "slug": "list", "status": "active", "canonId": "019de52c-f94b-779b-a53b-fd4904a5f4d2", "version": 1, "description": "Bullet or numbered list." }, "tool": null, "subkind": { "name": "Bullet list", "slug": "bullet", "status": "active", "canonId": "019de52c-fc98-7169-a083-5cab805076ca", "version": 1, "description": null }, "framework": null }, "subkind": "bullet", "groupRole": null, "confidence": null, "extraction": { "at": "2026-05-02 19:42:54.994+00", "model": "google/gemini-3.1-flash-lite-preview-20260303", "runId": null, "seconds": null, "promptVersion": null }, "componentId": "fd4006a9-1ecd-487b-a254-cc99cfa7b26c", "parentComponentId": null }, { "bbox": { "h": 0.35, "w": 0.7, "x": 0.15, "y": 0.56 }, "kind": "paragraph", "text": "major change initiative. 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Each leader should be continually aligned with his or her peers; the alignment must be palpable, visible, and evident to all in the way the entire management team communicates and embodies change, doing so in unison. 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Executional certainty comprises several major activities, all of which are sharply focused on results. It is tied to another essential of change management: establishing a governance structure with clear accountabilities. 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Furthermore, they must not tolerate the tendency to slip into old habits. The moment that senior managers are perceived as merely paying lip service to the change efforts, those efforts are doomed. An effective change champion models sponsorship of the effort, enables employees to achieve the declared goals, and drives accountability for the outcomes. (See Exhibit 3.)", "attrs": null, "canon": { "kind": { "name": "Paragraph", "slug": "paragraph", "status": "active", "canonId": "5f2affc0-941d-4d07-959d-4bfc1930cea4", "version": 1, "description": "Single prose block in the body of a slide." }, "tool": null, "subkind": { "name": "Paragraph", "slug": "paragraph", "status": "active", "canonId": "019de52c-fb80-75af-aa5c-a7a4bfac2433", "version": 1, "description": null }, "framework": null }, "subkind": "paragraph", "groupRole": null, "confidence": null, "extraction": { "at": "2026-05-02 19:43:01.984+00", "model": "google/gemini-3.1-flash-lite-preview-20260303", "runId": null, "seconds": null, "promptVersion": null }, "componentId": "a1ebb3f5-4107-4494-bbf7-b724bc8a1d52", "parentComponentId": null }, { "bbox": { "h": 0.08, "w": 0.78, "x": 0.11, "y": 0.65 }, "kind": "paragraph", "text": "Executional Certainty. More often than not, executional certainty is the preferred starting point for many conversations about change management—probably because it feels the most concrete and actionable. 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The process of identifying and prioritizing stakeholders by their level of support for the change effort and their degree of influence in the organization promotes targeted engagement. We find that in many cases, influential supporters are underleveraged and skeptics are underengaged. Effective stakeholder engagement sees business leaders arming influential supporters as change agents, giving them the information and messages that they need in order to influence the organization.", "attrs": null, "canon": { "kind": { "name": "Paragraph", "slug": "paragraph", "status": "active", "canonId": "5f2affc0-941d-4d07-959d-4bfc1930cea4", "version": 1, "description": "Single prose block in the body of a slide." }, "tool": null, "subkind": { "name": "Paragraph", "slug": "paragraph", "status": "active", "canonId": "019de52c-fb80-75af-aa5c-a7a4bfac2433", "version": 1, "description": null }, "framework": null }, "subkind": "paragraph", "groupRole": null, "confidence": null, "extraction": { "at": "2026-05-02 19:43:01.946+00", "model": "google/gemini-3.1-flash-lite-preview-20260303", "runId": null, "seconds": null, "promptVersion": null }, "componentId": "3540d2c4-acb0-4acc-bb62-53b590675cd2", "parentComponentId": null }, { "bbox": { "h": 0.2, "w": 0.7, "x": 0.15, "y": 0.54 }, "kind": "paragraph", "text": "It is important to adhere to a clear, systematic process for clarifying roles, responsibilities, and leadership behaviors through the ranks; for assigning accountability; and for determining decision rights. This is one area in which leaders often fail for the simple reason that, in the absence of a structured process and candid debate, it is especially difficult to get it right. BCG has found that companies that use a structured role clarification process are more likely to experience superior economic performance than those that don’t. (See Flipping the Odds for Successful Reorganization, BCG Focus, April 2012.)", "attrs": null, "canon": { "kind": { "name": "Paragraph", "slug": "paragraph", "status": "active", "canonId": "5f2affc0-941d-4d07-959d-4bfc1930cea4", "version": 1, "description": "Single prose block in the body of a slide." }, "tool": null, "subkind": { "name": "Paragraph", "slug": "paragraph", "status": "active", "canonId": "019de52c-fb80-75af-aa5c-a7a4bfac2433", "version": 1, "description": null }, "framework": null }, "subkind": "paragraph", "groupRole": null, "confidence": null, "extraction": { "at": "2026-05-02 19:43:01.946+00", "model": "google/gemini-3.1-flash-lite-preview-20260303", "runId": null, "seconds": null, "promptVersion": null }, "componentId": "62507953-83f9-417f-a534-b4db87fccfae", "parentComponentId": null }, { "bbox": { "h": 0.18, "w": 0.7, "x": 0.15, "y": 0.09 }, "kind": "paragraph", "text": "try to push it through, no matter how well the other elements of the Change Delta are handled. It is crucial that people at every level understand and be prepared and able to manage the change. The change program sponsor at a leading global health care company said, “People face constant uncertainty in their lives. Given the stress they are under these days, you must be empathetic and flexible, and you must address the uncertainty if your change effort is to be successful.” (For more information, see The ABCs of Behavioral Change in Biopharma Manufacturing, BCG Focus, November 2013.)", "attrs": null, "canon": { "kind": { "name": "Paragraph", "slug": "paragraph", "status": "active", "canonId": "5f2affc0-941d-4d07-959d-4bfc1930cea4", "version": 1, "description": "Single prose block in the body of a slide." }, "tool": null, "subkind": { "name": "Paragraph", "slug": "paragraph", "status": "active", "canonId": "019de52c-fb80-75af-aa5c-a7a4bfac2433", "version": 1, "description": null }, "framework": null }, "subkind": "paragraph", "groupRole": null, "confidence": null, "extraction": { "at": "2026-05-02 19:43:01.946+00", "model": "google/gemini-3.1-flash-lite-preview-20260303", "runId": null, "seconds": null, "promptVersion": null }, "componentId": "83cf0de7-975d-4816-b7eb-6d0369593bea", "parentComponentId": null }, { "bbox": { "h": 0.25, "w": 0.7, "x": 0.15, "y": 0.28 }, "kind": "paragraph", "text": "This element of the Change Delta defines and supports the necessary changes in ways of working at many levels, making sure that appropriate behaviors are reinforced and hardwired into systems and structures. The understanding and mandate for individuals’ behavior change should be cascaded down through the organization. Behavioral change will not show up organically everywhere at once. To successfully cascade the enrollment of the organization all the way down to grassroots employees, senior managers have to be able to help their people answer key questions such as the following: Why do we need to change? How will this change affect me and my colleagues? 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The board of directors was heavily involved from the outset, committing significant time to getting the change journey right. During the critical early months of its effort, the steering group at another large organization—a global financial services provider tackling a particularly complex and challenging change program—invested a full three days per month in preparation, issue resolution, and review meetings. 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Had the company invested millions to achieve only temporary results?", "attrs": null, "canon": { "kind": { "name": "Paragraph", "slug": "paragraph", "status": "active", "canonId": "5f2affc0-941d-4d07-959d-4bfc1930cea4", "version": 1, "description": "Single prose block in the body of a slide." }, "tool": null, "subkind": { "name": "Paragraph", "slug": "paragraph", "status": "active", "canonId": "019de52c-fb80-75af-aa5c-a7a4bfac2433", "version": 1, "description": null }, "framework": null }, "subkind": "paragraph", "groupRole": null, "confidence": null, "extraction": { "at": "2026-05-02 19:42:57.325+00", "model": "google/gemini-3.1-flash-lite-preview-20260303", "runId": null, "seconds": null, "promptVersion": null }, "componentId": "b1ba4786-f323-4e7b-b11e-1009a940f4fd", "parentComponentId": null }, { "bbox": { "h": 0.12, "w": 0.7, "x": 0.15, "y": 0.77 }, "kind": "paragraph", "text": "BCG contends that, in fact, lasting transformations hinge on capabilities. 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On the basis of our experience, we have identified ten key practices for building capabilities. (See Exhibit 2.)", "attrs": null, "canon": { "kind": { "name": "Paragraph", "slug": "paragraph", "status": "active", "canonId": "5f2affc0-941d-4d07-959d-4bfc1930cea4", "version": 1, "description": "Single prose block in the body of a slide." }, "tool": null, "subkind": { "name": "Paragraph", "slug": "paragraph", "status": "active", "canonId": "019de52c-fb80-75af-aa5c-a7a4bfac2433", "version": 1, "description": null }, "framework": null }, "subkind": "paragraph", "groupRole": null, "confidence": null, "extraction": { "at": "2026-05-02 19:42:57.613+00", "model": "google/gemini-3.1-flash-lite-preview-20260303", "runId": null, "seconds": null, "promptVersion": null }, "componentId": "5191ec2a-f6c4-47da-a071-00411554fcf2", "parentComponentId": null }, { "bbox": { "h": 0.08, "w": 0.78, "x": 0.11, "y": 0.53 }, "kind": "paragraph", "text": "It’s important to note that these elements are not always weighted equally. Certain capabilities emphasize some elements more than others. 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For example, it was no longer acceptable simply to pass customer problems from one department to another. Instead, because the company now aimed to resolve problems as soon as they arose, it authorized line employees to handle problems at the lowest possible level and collaborate to solve problems across functions. Through these measures, the company has succeeded with the new SaaS business model, reducing churn among its customers and increasing revenue from upselling and cross-selling.", "attrs": null, "canon": { "kind": { "name": "Paragraph", "slug": "paragraph", "status": "active", "canonId": "5f2affc0-941d-4d07-959d-4bfc1930cea4", "version": 1, "description": "Single prose block in the body of a slide." }, "tool": null, "subkind": { "name": "Paragraph", "slug": "paragraph", "status": "active", "canonId": "019de52c-fb80-75af-aa5c-a7a4bfac2433", "version": 1, "description": null }, "framework": null }, "subkind": "paragraph", "groupRole": null, "confidence": null, "extraction": { "at": "2026-05-02 19:43:00.269+00", "model": "google/gemini-3.1-flash-lite-preview-20260303", "runId": null, "seconds": null, "promptVersion": null }, "componentId": "945fcf49-a99d-406f-b81a-589cf1743a05", "parentComponentId": null }, { "bbox": { "h": 0.15, "w": 0.7, "x": 0.15, "y": 0.75 }, "kind": "paragraph", "text": "The CEO we described in the introduction to this chapter eventually realized that focusing on the outcomes of the transformation wasn't enough. Members of the pricing team didn't simply need new products. They needed stronger pricing capabilities, including tools. Similarly, the R&D team needed new processes that were less cumbersome and more tightly linked to manufacturing. Broader scopes of responsibility would allow engineers to better integrate perspectives from developers,", "attrs": null, "canon": { "kind": { "name": "Paragraph", "slug": "paragraph", "status": "active", "canonId": "5f2affc0-941d-4d07-959d-4bfc1930cea4", "version": 1, "description": "Single prose block in the body of a slide." }, "tool": null, "subkind": { "name": "Paragraph", "slug": "paragraph", "status": "active", "canonId": "019de52c-fb80-75af-aa5c-a7a4bfac2433", "version": 1, "description": null }, "framework": null }, "subkind": "paragraph", "groupRole": null, "confidence": null, "extraction": { "at": "2026-05-02 19:43:00.269+00", "model": "google/gemini-3.1-flash-lite-preview-20260303", "runId": null, "seconds": null, "promptVersion": null }, "componentId": "9e4a6579-e437-48f6-a059-806ca234a49e", "parentComponentId": null }, { "bbox": { "h": 0.18, "w": 0.7, "x": 0.15, "y": 0.38 }, "kind": "paragraph", "text": "atrophy if they are not tested, used, maintained, and improved. As we noted previously, leaders must deal with a steady stream of new initiatives and priorities that can pull the company in new directions. To avoid losing ground, leaders must deliver strong, consistent messages about the importance of core capabilities, linking them to employee objectives and rewards and regularly evaluating capabilities against continually changing strategic requirements. 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That approach is understandable, but because it doesn't address the underlying capabilities needed to achieve and sustain the outcomes, it's shortsighted and will likely fail. Regardless of industry or type of transformation, capabilities are critical elements in improving performance and sustaining results, ultimately in the form of increased value creation. By focusing on the three elements discussed here—a clear and robust definition of capabilities, a structured approach for building those capabilities, and the right support from leaders—companies can successfully transform themselves to meet whatever challenges they might face.", "attrs": null, "canon": { "kind": { "name": "Paragraph", "slug": "paragraph", "status": "active", "canonId": "5f2affc0-941d-4d07-959d-4bfc1930cea4", "version": 1, "description": "Single prose block in the body of a slide." }, "tool": null, "subkind": { "name": "Paragraph", "slug": "paragraph", "status": "active", "canonId": "019de52c-fb80-75af-aa5c-a7a4bfac2433", "version": 1, "description": null }, "framework": null }, "subkind": "paragraph", "groupRole": null, "confidence": null, "extraction": { "at": "2026-05-02 19:43:04.358+00", "model": "google/gemini-3.1-flash-lite-preview-20260303", "runId": null, "seconds": null, "promptVersion": null }, "componentId": "309bc41b-2cf0-4ff1-a703-97bfda8999fa", "parentComponentId": null }, { "bbox": { "h": 0.07, "w": 0.78, "x": 0.11, "y": 0.09 }, "kind": "paragraph", "text": "designers, marketers, and customers. 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Customers have proven to be highly collaborative—accepting initial imperfection and suggesting practical product improvements—when their feedback is acted upon.", "attrs": null, "canon": { "kind": { "name": "Paragraph", "slug": "paragraph", "status": "active", "canonId": "5f2affc0-941d-4d07-959d-4bfc1930cea4", "version": 1, "description": "Single prose block in the body of a slide." }, "tool": null, "subkind": { "name": "Paragraph", "slug": "paragraph", "status": "active", "canonId": "019de52c-fb80-75af-aa5c-a7a4bfac2433", "version": 1, "description": null }, "framework": null }, "subkind": "paragraph", "groupRole": null, "confidence": null, "extraction": { "at": "2026-05-02 19:43:01.569+00", "model": "google/gemini-3.1-flash-lite-preview-20260303", "runId": null, "seconds": null, "promptVersion": null }, "componentId": "3ddc4921-a8d0-4752-b342-8726fa9136eb", "parentComponentId": null }, { "bbox": { "h": 0.1, "w": 0.7, "x": 0.15, "y": 0.15 }, "kind": "paragraph", "text": "Reshaping the Customer Experience. The first initiative builds on the analysis of the customer journey in the first phase to determine how to eliminate pain points and how to surprise customers with new levels and forms of service.", "attrs": null, "canon": { "kind": { "name": "Paragraph", "slug": "paragraph", "status": "active", "canonId": "5f2affc0-941d-4d07-959d-4bfc1930cea4", "version": 1, "description": "Single prose block in the body of a slide." }, "tool": null, "subkind": { "name": "Paragraph", "slug": "paragraph", "status": "active", "canonId": "019de52c-fb80-75af-aa5c-a7a4bfac2433", "version": 1, "description": null }, "framework": null }, "subkind": "paragraph", "groupRole": null, "confidence": null, "extraction": { "at": "2026-05-02 19:43:01.569+00", "model": "google/gemini-3.1-flash-lite-preview-20260303", "runId": null, "seconds": null, "promptVersion": null }, "componentId": "472650fe-b65e-4d36-b5a9-8da7a5ef5f17", "parentComponentId": null }, { "bbox": { "h": 0.25, "w": 0.7, "x": 0.15, "y": 0.25 }, "kind": "paragraph", "text": "For example, some energy companies are starting to offer mobile apps that allow customers to check bills and obtain meter data. Some retail chains have advanced offerings that allow customers to keep track of shopping lists and order out-of-stock items through an e-commerce portal on their smartphone. (See the sidebar “A Retail Player Quickly Rolls Out a Mobile App.”) Similarly, some travel sites send flight status updates, departure gate numbers, seat assignments, rental-car confirmations, hotel directions, and other trip-related information to customers’ phones—all sequenced to arrive at precisely the right time. 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This reimagining prepares companies to better meet their customers’ needs, often by exploiting new data and powerful analytics. These offerings don’t merely improve the value proposition for customers; they transcend it and help the company expand into new areas of the value chain. For example, many banks are moving beyond the processing of payment transactions into services such as shopping, product comparisons, discounts, and post-transaction ratings. Similarly, telecom companies are starting to provide streaming-video and e-commerce services for their customers, in addition to basic voice and data. In the industrial goods industry, many companies are now using embedded sensors in capital equipment to warn users of maintenance issues, allowing them to make less expensive repairs early on and prevent larger problems.", "attrs": null, "canon": { "kind": { "name": "Paragraph", "slug": "paragraph", "status": "active", "canonId": "5f2affc0-941d-4d07-959d-4bfc1930cea4", "version": 1, "description": "Single prose block in the body of a slide." }, "tool": null, "subkind": { "name": "Paragraph", "slug": "paragraph", "status": "active", "canonId": "019de52c-fb80-75af-aa5c-a7a4bfac2433", "version": 1, "description": null }, "framework": null }, "subkind": "paragraph", "groupRole": null, "confidence": null, "extraction": { "at": "2026-05-02 19:43:01.569+00", "model": "google/gemini-3.1-flash-lite-preview-20260303", "runId": null, "seconds": null, "promptVersion": null }, "componentId": "d167ec58-852f-4730-bd05-eeffe7d0e46b", "parentComponentId": null }, { "bbox": { "h": 0.02, "w": 0.2, "x": 0.15, "y": 0.92 }, "kind": "title", "text": "DIGITAL TRANSFORMATION", "attrs": null, "canon": { "kind": { "name": "Title", "slug": "title", "status": "active", "canonId": "019de52c-f7dd-76d9-b848-b1f12bd85cf4", "version": 1, "description": "Slide title or headline." }, "tool": null, "subkind": { "name": "Subtitle", "slug": "subtitle", "status": "active", "canonId": "019de52c-fb09-739d-900c-815b0d9ac526", "version": 1, "description": null }, "framework": null }, "subkind": "subtitle", "groupRole": null, "confidence": null, "extraction": { "at": "2026-05-02 19:43:01.569+00", "model": "google/gemini-3.1-flash-lite-preview-20260303", "runId": null, "seconds": null, "promptVersion": null }, "componentId": "439d1779-b608-4054-9d9f-e8ca4ca5adc6", "parentComponentId": null }, { "bbox": { "h": 0.02, "w": 0.05, "x": 0.85, "y": 0.92 }, "kind": "title", "text": "119", "attrs": null, "canon": { "kind": { "name": "Title", "slug": "title", "status": "active", "canonId": "019de52c-f7dd-76d9-b848-b1f12bd85cf4", "version": 1, "description": "Slide title or headline." }, "tool": null, "subkind": { "name": "Subtitle", "slug": "subtitle", "status": "active", "canonId": "019de52c-fb09-739d-900c-815b0d9ac526", "version": 1, "description": null }, "framework": null }, "subkind": "subtitle", "groupRole": null, "confidence": null, "extraction": { "at": "2026-05-02 19:43:01.569+00", "model": "google/gemini-3.1-flash-lite-preview-20260303", "runId": null, "seconds": null, "promptVersion": null }, "componentId": "99102a86-2997-42cb-9249-4f1f2288863a", "parentComponentId": null } ], "metrics": [], "tools": [], "frameworks": [ { "matchId": "3bcee896-30fe-4d45-95e2-471dc04d245c", "evidence": "Mentions analysis of the customer journey to eliminate pain points.", "framework": null, "confidence": 0.8, "extraction": { "at": "2026-05-02 19:43:01.569+00", "model": "google/gemini-3.1-flash-lite-preview-20260303", "runId": null, "seconds": null, "promptVersion": null }, "pageNumber": 127, "frameworkName": "customer-journey-map" } ], "arcBeats": [ { "to": 159, "arc": { "name": "The Consultant's Gambit", "slug": "consultants-gambit", "status": "active", "bestFor": "Business cases, project proposals, strategic recommendations", "canonId": "019dd956-5e0a-73c8-b305-81c38c959e9c", "version": 1, "bodyDocId": "019df22a-2356-73eb-8061-d8c81dc0aa49", "structure": "Situation & Context -> Problem & Complication -> Solution & Approach -> Evidence & Proof -> Impact & Next Steps", "description": null, "familyLabel": null }, "from": 121, "name": "Impact & Next Steps", "beatId": "019dd95a-0702-74a3-87e2-aa2e1a632130", "matchId": "019dd95a-0543-7581-99af-889aa59b8b5f", "beatType": { "name": "Impact & Next Steps", "slug": "consultants-gambit-impact-next-steps", "status": "active", "canonId": "019dd9b8-0849-7728-9ee9-fd1609c4c655", "version": 1, "description": null }, "evidence": "Part III applies framework to digital, turnaround, emerging-market contexts.", "position": 5, "isPrimaryArc": true, "parentBeatType": { "name": "Resolution", "slug": "resolution", "status": "active", "canonId": "019dd9b8-045d-703b-8dd7-e92aba3ba91b", "version": 1, "description": "How the deck ends. 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This can be done through the early-stage funding of startups (the corporate venture capital model), a joint venture, or an outright acquisition. (See the sidebar “An Insurer Creates a Joint Venture to Enter a Challenging Market.”) Regardless of the ownership structure, the company takes an active role by investing in and developing the new entity, with the goal of cultivating digital capabilities that it can harness—and potentially bring in-house. This approach allows the company to move quickly into digital and build a startup mentality while limiting the risk of failure and the impact on existing operations. 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To succeed with digital transformation, companies must understand their starting position and plan the right path forward. We end this chapter with a few recommendations for leaders:", "attrs": null, "canon": { "kind": { "name": "Paragraph", "slug": "paragraph", "status": "active", "canonId": "5f2affc0-941d-4d07-959d-4bfc1930cea4", "version": 1, "description": "Single prose block in the body of a slide." }, "tool": null, "subkind": { "name": "Paragraph", "slug": "paragraph", "status": "active", "canonId": "019de52c-fb80-75af-aa5c-a7a4bfac2433", "version": 1, "description": null }, "framework": null }, "subkind": "paragraph", "groupRole": null, "confidence": null, "extraction": { "at": "2026-05-02 19:43:03.584+00", "model": "google/gemini-3.1-flash-lite-preview-20260303", "runId": null, "seconds": null, "promptVersion": null }, "componentId": "c7929705-36c8-4682-9e66-37b84b64cd83", "parentComponentId": null }, { "bbox": { "h": 0.04, "w": 0.78, "x": 0.11, "y": 0.32 }, "kind": "paragraph", "text": "The right culture has an agile orientation that embraces sprints and rapid adaptation, along with a strong emphasis on collaboration.", "attrs": null, "canon": { "kind": { "name": "Paragraph", "slug": "paragraph", "status": "active", "canonId": "5f2affc0-941d-4d07-959d-4bfc1930cea4", "version": 1, "description": "Single prose block in the body of a slide." }, "tool": null, "subkind": { "name": "Paragraph", "slug": "paragraph", "status": "active", "canonId": "019de52c-fb80-75af-aa5c-a7a4bfac2433", "version": 1, "description": null }, "framework": null }, "subkind": "paragraph", "groupRole": null, "confidence": null, "extraction": { "at": "2026-05-02 19:43:03.584+00", "model": "google/gemini-3.1-flash-lite-preview-20260303", "runId": null, "seconds": null, "promptVersion": null }, "componentId": "f34ef98d-f5b5-4295-89be-d045d1191848", "parentComponentId": null } ], "metrics": [], "tools": [], "frameworks": [], "arcBeats": [ { "to": 159, "arc": { "name": "The Consultant's Gambit", "slug": "consultants-gambit", "status": "active", "bestFor": "Business cases, project proposals, strategic recommendations", "canonId": "019dd956-5e0a-73c8-b305-81c38c959e9c", "version": 1, "bodyDocId": "019df22a-2356-73eb-8061-d8c81dc0aa49", "structure": "Situation & Context -> Problem & Complication -> Solution & Approach -> Evidence & Proof -> Impact & Next Steps", "description": null, "familyLabel": null }, "from": 121, "name": "Impact & Next Steps", "beatId": "019dd95a-0702-74a3-87e2-aa2e1a632130", "matchId": "019dd95a-0543-7581-99af-889aa59b8b5f", "beatType": { "name": "Impact & Next Steps", "slug": "consultants-gambit-impact-next-steps", "status": "active", "canonId": "019dd9b8-0849-7728-9ee9-fd1609c4c655", "version": 1, "description": null }, "evidence": "Part III applies framework to digital, turnaround, emerging-market contexts.", "position": 5, "isPrimaryArc": true, "parentBeatType": { "name": "Resolution", "slug": "resolution", "status": "active", "canonId": "019dd9b8-045d-703b-8dd7-e92aba3ba91b", "version": 1, "description": "How the deck ends. 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Plan plenty of time for iterations of new products—but start early! Ensure that enough focus is given early on to developing digital leadership, talent, and culture; any shortcoming in these areas will otherwise become the critical bottleneck. 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Those measures—which typically generate results in 3 to 12 months—fall into several broad categories: revenue increases, organizational simplicity, capital efficiency, and cost reduction. (For more, see the chapter “Funding the Journey.”) Although companies tend to focus on cost reductions and capital efficiency at this stage, we find that measures to boost revenue and simplify the organization often have similar short-term effects and lead to more sustainable improvements. 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Organizational measures include simplifying the corporate agenda to focus on only a few critical areas, tasking the right people to oversee them, and clarifying roles and responsibilities. Removing management layers is also a powerful short-term tool to cut internal bureaucracy and complexity. 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(See Overcoming Asia's Obstacles to", "attrs": null, "canon": { "kind": { "name": "Paragraph", "slug": "paragraph", "status": "active", "canonId": "5f2affc0-941d-4d07-959d-4bfc1930cea4", "version": 1, "description": "Single prose block in the body of a slide." }, "tool": null, "subkind": { "name": "Paragraph", "slug": "paragraph", "status": "active", "canonId": "019de52c-fb80-75af-aa5c-a7a4bfac2433", "version": 1, "description": null }, "framework": null }, "subkind": "paragraph", "groupRole": null, "confidence": null, "extraction": { "at": "2026-05-02 19:43:05.644+00", "model": "google/gemini-3.1-flash-lite-preview-20260303", "runId": null, "seconds": null, "promptVersion": null }, "componentId": "79890a09-2748-43c1-9adc-d7becae1765f", "parentComponentId": null }, { "bbox": { "h": 0.13, "w": 0.704, "x": 0.148, "y": 0.465 }, "kind": "paragraph", "text": "Most MNCs have emphasized revenue growth in emerging markets at the expense of other metrics, such as operating margins. 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As we have discussed throughout this publication, transformations are not just for troubled companies; they have become necessary interventions in many, if not most, corporations. 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Most of them fail either to fully capture the potential value or to embed new behaviors and processes in the time allotted. The risk of failure in transformations in emerging markets is even greater. As we observed recently, only about 10% of companies believe they have the full complement of capabilities required to win overseas. Most think they are barely mastering the basics. (See The Globalization Capability Gap: Execution, Not Strategy, Separates Leaders from Laggards, a Focus by BCG and IMD business school, June 2015.) Moreover, while many companies get their broad globalization strategies right, they come up short on execution in individual markets. 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It also usually requires a shift in the way that both global and local management thinks about goals, processes, and governance.", "attrs": null, "canon": { "kind": { "name": "Paragraph", "slug": "paragraph", "status": "active", "canonId": "5f2affc0-941d-4d07-959d-4bfc1930cea4", "version": 1, "description": "Single prose block in the body of a slide." }, "tool": null, "subkind": { "name": "Paragraph", "slug": "paragraph", "status": "active", "canonId": "019de52c-fb80-75af-aa5c-a7a4bfac2433", "version": 1, "description": null }, "framework": null }, "subkind": "paragraph", "groupRole": null, "confidence": null, "extraction": { "at": "2026-05-02 19:43:06.559+00", "model": "google/gemini-3.1-flash-lite-preview-20260303", "runId": null, "seconds": null, "promptVersion": null }, "componentId": "6bb95b5b-58d9-4aa4-bd6a-15b29911cc79", "parentComponentId": null }, { "bbox": { "h": 0.04, "w": 0.78, "x": 0.11, "y": 0.79 }, "kind": "paragraph", "text": "Historically, rapid growth in emerging markets allowed most companies to support behaviors such as approving investments without defined", "attrs": null, "canon": { "kind": { "name": "Paragraph", "slug": "paragraph", "status": "active", "canonId": "5f2affc0-941d-4d07-959d-4bfc1930cea4", "version": 1, "description": "Single prose block in the body of a slide." }, "tool": null, "subkind": { "name": "Paragraph", "slug": "paragraph", "status": "active", "canonId": "019de52c-fb80-75af-aa5c-a7a4bfac2433", "version": 1, "description": null }, "framework": null }, "subkind": "paragraph", "groupRole": null, "confidence": null, "extraction": { "at": "2026-05-02 19:43:06.559+00", "model": "google/gemini-3.1-flash-lite-preview-20260303", "runId": null, "seconds": null, "promptVersion": null }, "componentId": "b0863d6d-63d1-4f33-82b2-d544247de96b", "parentComponentId": null }, { "bbox": { "h": 0.11, "w": 0.78, "x": 0.11, "y": 0.63 }, "kind": "paragraph", "text": "MNCs should move quickly, but they should also advance with care. The biggest mistake they can make is to pursue a transformation driven by headquarters that tries to standardize and centralize processes and operating procedures for all markets. MNCs are much better advised to approach the challenge one market at a time, starting with a high-profile struggling market and experimenting with what works there.", "attrs": null, "canon": { "kind": { "name": "Paragraph", "slug": "paragraph", "status": "active", "canonId": "5f2affc0-941d-4d07-959d-4bfc1930cea4", "version": 1, "description": "Single prose block in the body of a slide." }, "tool": null, "subkind": { "name": "Paragraph", "slug": "paragraph", "status": "active", "canonId": "019de52c-fb80-75af-aa5c-a7a4bfac2433", "version": 1, "description": null }, "framework": null }, "subkind": "paragraph", "groupRole": null, "confidence": null, "extraction": { "at": "2026-05-02 19:43:06.559+00", "model": "google/gemini-3.1-flash-lite-preview-20260303", "runId": null, "seconds": null, "promptVersion": null }, "componentId": "e6a31fd3-eb65-4281-8089-4b04d4487609", "parentComponentId": null }, { "bbox": { "h": 0.02, "w": 0.35, "x": 0.11, "y": 0.76 }, "kind": "title", "text": "Transforming Local Operations", "attrs": null, "canon": { "kind": { "name": "Title", "slug": "title", "status": "active", "canonId": "019de52c-f7dd-76d9-b848-b1f12bd85cf4", "version": 1, "description": "Slide title or headline." }, "tool": null, "subkind": { "name": "Headline", "slug": "headline", "status": "active", "canonId": "019de52c-fae1-7463-9a7c-d60668eced0d", "version": 1, "description": null }, "framework": null }, "subkind": "headline", "groupRole": null, "confidence": null, "extraction": { "at": "2026-05-02 19:43:06.559+00", "model": "google/gemini-3.1-flash-lite-preview-20260303", "runId": null, "seconds": null, "promptVersion": null }, "componentId": "44cfe89e-ce9e-4973-85c3-a52185c242c9", "parentComponentId": null } ], "metrics": [ { "metricRaw": "MNCs with full capabilities to win overseas", "numberRaw": "10%", "numberKind": "percent", "actionTitle": null, "calloutText": "Less than half of BCG clients that have undergone a transformation effort over the past decade had been chronic underperformers, and more than half had been market leaders.", "numberScale": null, "numberValue": 10, "metricFamily": "other", "numberCurrency": null } ], "tools": [], "frameworks": [], "arcBeats": [ { "to": 159, "arc": { "name": "The Consultant's Gambit", "slug": "consultants-gambit", "status": "active", "bestFor": "Business cases, project proposals, strategic recommendations", "canonId": "019dd956-5e0a-73c8-b305-81c38c959e9c", "version": 1, "bodyDocId": "019df22a-2356-73eb-8061-d8c81dc0aa49", "structure": "Situation & Context -> Problem & Complication -> Solution & Approach -> Evidence & Proof -> Impact & Next Steps", "description": null, "familyLabel": null }, "from": 121, "name": "Impact & Next Steps", "beatId": "019dd95a-0702-74a3-87e2-aa2e1a632130", "matchId": "019dd95a-0543-7581-99af-889aa59b8b5f", "beatType": { "name": "Impact & Next Steps", "slug": "consultants-gambit-impact-next-steps", "status": "active", "canonId": "019dd9b8-0849-7728-9ee9-fd1609c4c655", "version": 1, "description": null }, "evidence": "Part III applies framework to digital, turnaround, emerging-market contexts.", "position": 5, "isPrimaryArc": true, "parentBeatType": { "name": "Resolution", "slug": "resolution", "status": "active", "canonId": "019dd9b8-045d-703b-8dd7-e92aba3ba91b", "version": 1, "description": "How the deck ends. 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MNCs need to shift their focus from purely maximizing growth (typically accomplished by investing in all sizable emerging markets) to determining which emerging markets offer the best potential for establishing leading positions and achieving above-average profitability.", "attrs": null, "canon": { "kind": { "name": "Paragraph", "slug": "paragraph", "status": "active", "canonId": "5f2affc0-941d-4d07-959d-4bfc1930cea4", "version": 1, "description": "Single prose block in the body of a slide." }, "tool": null, "subkind": { "name": "Paragraph", "slug": "paragraph", "status": "active", "canonId": "019de52c-fb80-75af-aa5c-a7a4bfac2433", "version": 1, "description": null }, "framework": null }, "subkind": "paragraph", "groupRole": null, "confidence": null, "extraction": { "at": "2026-05-02 19:43:06.203+00", "model": "google/gemini-3.1-flash-lite-preview-20260303", "runId": null, "seconds": null, "promptVersion": null }, "componentId": "ac03c666-fe14-4777-815a-ef1d27f800b2", "parentComponentId": null }, { "bbox": { "h": 0.12, "w": 0.7, "x": 0.15, "y": 0.24 }, "kind": "paragraph", "text": "MNCs need to rethink and rebalance tradeoffs in their priorities, products, systems, and people as they seek to improve their competitiveness by moving from greater centralization to strengthening local accountability. 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For example, one global medical-equipment manufacturer made its emerging-market plans on the basis of the projected number of devices to be sold ten years out. 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Although most processes were already defined in some way, a number of employees were not aware of them or not sufficiently trained to do more than \"check the boxes\" in compliance. The program focused systematically on process redesign, training, new tools, and new governance mechanisms. 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While many companies have systematically replicated their manufacturing processes in new plants in emerging markets, the establishment of process excellence in other parts of the organization has been slow. Scores of manufacturing, quality, and engineering expatriates are normally sent to a market to build new facilities according to global blueprints and to establish strict process discipline. But in other key functions, such as procurement, sales, and logistics, we have found either that there are often no process definitions or that the definitions aren't thoroughly followed in emerging markets. 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This doesn't mean that local managers shouldn't make use of the advantages that their global platforms and capabilities give them; it's a question of striking the right balance between local authority and global support.", "attrs": null, "canon": { "kind": { "name": "Paragraph", "slug": "paragraph", "status": "active", "canonId": "5f2affc0-941d-4d07-959d-4bfc1930cea4", "version": 1, "description": "Single prose block in the body of a slide." }, "tool": null, "subkind": { "name": "Paragraph", "slug": "paragraph", "status": "active", "canonId": "019de52c-fb80-75af-aa5c-a7a4bfac2433", "version": 1, "description": null }, "framework": null }, "subkind": "paragraph", "groupRole": null, "confidence": null, "extraction": { "at": "2026-05-02 19:43:07.508+00", "model": "google/gemini-3.1-flash-lite-preview-20260303", "runId": null, "seconds": null, "promptVersion": null }, "componentId": "41000fe7-8ee7-4617-bd46-3c873c1c8c16", "parentComponentId": null }, { "bbox": { "h": 0.15, "w": 0.78, "x": 0.11, "y": 0.24 }, "kind": "paragraph", "text": "Most MNCs also need to retool their recruitment and training efforts, as well as their incentive programs, tying them all more closely to productivity improvement goals. 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Expatriates in emerging markets should take the role of team builders rather than line managers. This happens in many companies, but most can go further, making expatriates accountable for developing strong local managers by actually transferring skills and know-how rather than simply meeting short-term KPIs. This is far from easy. Placing real responsibility in the hands of often-untested executives is difficult for many companies. Shifting from an executive role to a team-building or advisory role is often a tough transition for expatriate executives. 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(See Playing to Win in Emerging Markets: Multinational Executive Survey Reveals Gap Between Ambition and Execution, BCG Focus, September 2013.) More than three-quarters, or 78%, of respondents said that their companies expected to gain share in emerging markets, but only 13% were confident that they could take on local competitors. Not a single company stated that it had all the capabilities required for success. The biggest concern was not the ambition but the ability to execute locally. 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China has more than 730 million internet users and more than 380 million online shoppers. 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In the changing world of emerging markets, this will become the new definition of winning.", "attrs": null, "canon": { "kind": { "name": "Paragraph", "slug": "paragraph", "status": "active", "canonId": "5f2affc0-941d-4d07-959d-4bfc1930cea4", "version": 1, "description": "Single prose block in the body of a slide." }, "tool": null, "subkind": { "name": "Paragraph", "slug": "paragraph", "status": "active", "canonId": "019de52c-fb80-75af-aa5c-a7a4bfac2433", "version": 1, "description": null }, "framework": null }, "subkind": "paragraph", "groupRole": null, "confidence": null, "extraction": { "at": "2026-05-02 19:43:07.058+00", "model": "google/gemini-3.1-flash-lite-preview-20260303", "runId": null, "seconds": null, "promptVersion": null }, "componentId": "4c6ceaca-a3e5-42f6-b020-930d3e9577ca", "parentComponentId": null }, { "bbox": { "h": 0.12, "w": 0.78, "x": 0.11, "y": 0.09 }, "kind": "paragraph", "text": "To take advantage of lessons learned in the first country or countries, companies should use the same templates and tools. They can develop handbooks and lessons for fast learning and ensure some continuity by transferring people who have experience with the approach to the transformation management team.", "attrs": null, "canon": { "kind": { "name": "Paragraph", "slug": "paragraph", "status": "active", "canonId": "5f2affc0-941d-4d07-959d-4bfc1930cea4", "version": 1, "description": "Single prose block in the body of a slide." }, "tool": null, "subkind": { "name": "Paragraph", "slug": "paragraph", "status": "active", "canonId": "019de52c-fb80-75af-aa5c-a7a4bfac2433", "version": 1, "description": null }, "framework": null }, "subkind": "paragraph", "groupRole": null, "confidence": null, "extraction": { "at": "2026-05-02 19:43:07.058+00", "model": "google/gemini-3.1-flash-lite-preview-20260303", "runId": null, "seconds": null, "promptVersion": null }, "componentId": "a0b3d672-fcac-4282-aed2-cb5a6f43e910", "parentComponentId": null }, { "bbox": { "h": 0.03, "w": 0.78, "x": 0.11, "y": 0.35 }, "kind": "paragraph", "text": "MNCs should ask themselves the following questions:", "attrs": null, "canon": { "kind": { "name": "Paragraph", "slug": "paragraph", "status": "active", "canonId": "5f2affc0-941d-4d07-959d-4bfc1930cea4", "version": 1, "description": "Single prose block in the body of a slide." }, "tool": null, "subkind": { "name": "Paragraph", "slug": "paragraph", "status": "active", "canonId": "019de52c-fb80-75af-aa5c-a7a4bfac2433", "version": 1, "description": null }, "framework": null }, "subkind": "paragraph", "groupRole": null, "confidence": null, "extraction": { "at": "2026-05-02 19:43:07.058+00", "model": "google/gemini-3.1-flash-lite-preview-20260303", "runId": null, "seconds": null, "promptVersion": null }, "componentId": "acf29995-e4b6-48dc-ba5b-61aa15e49459", "parentComponentId": null }, { "bbox": { "h": 0.05, "w": 0.78, "x": 0.11, "y": 0.78 }, "kind": "paragraph", "text": "This article draws on the following BCG publication:\nTransformation in Emerging Markets: From Growth to Competitiveness", "attrs": null, "canon": { "kind": { "name": "Paragraph", "slug": "paragraph", "status": "active", "canonId": "5f2affc0-941d-4d07-959d-4bfc1930cea4", "version": 1, "description": "Single prose block in the body of a slide." }, "tool": null, "subkind": { "name": "Paragraph", "slug": "paragraph", "status": "active", "canonId": "019de52c-fb80-75af-aa5c-a7a4bfac2433", "version": 1, "description": null }, "framework": null }, "subkind": "paragraph", "groupRole": null, "confidence": null, "extraction": { "at": "2026-05-02 19:43:07.058+00", "model": "google/gemini-3.1-flash-lite-preview-20260303", "runId": null, "seconds": null, "promptVersion": null }, "componentId": "daa47389-16fc-4c13-897e-452aa14d0ffb", "parentComponentId": null }, { "bbox": { "h": 0.08, "w": 0.78, "x": 0.11, "y": 0.67 }, "kind": "paragraph", "text": "Lars Fæste\nDinesh Khanna\nChristoph Nettesheim\nBernd Waltermann\nPeter Ullrich", "attrs": null, "canon": { "kind": { "name": "Paragraph", "slug": "paragraph", "status": "active", "canonId": "5f2affc0-941d-4d07-959d-4bfc1930cea4", "version": 1, "description": "Single prose block in the body of a slide." }, "tool": null, "subkind": { "name": "Paragraph", "slug": "paragraph", "status": "active", "canonId": "019de52c-fb80-75af-aa5c-a7a4bfac2433", "version": 1, "description": null }, "framework": null }, "subkind": "paragraph", "groupRole": null, "confidence": null, "extraction": { "at": "2026-05-02 19:43:07.058+00", "model": "google/gemini-3.1-flash-lite-preview-20260303", "runId": null, "seconds": null, "promptVersion": null }, "componentId": "fa0ca69b-d5a0-4c91-9293-f3045e4293ef", "parentComponentId": null } ], "metrics": [], "tools": [ { "tool": { "name": "Closing Techniques", "slug": "closing-techniques", "status": "active", "bestFor": null, "canonId": "019dd956-af13-774b-a4fd-7db0a3a88d51", "version": 1, "bodyDocId": null, "description": "Strong endings: Callback, challenge, vision, clear CTA, memorable line", "familyLabel": null, "categoryName": "Slide", "categorySlug": "slide" }, "agent": "Storyteller", "layer": "slide", "agents": [ "Storyteller" ], "matchId": "019dd95a-1575-7358-9708-f67755507062", "evidence": "Closes with memorable line: MNCs must become multilocal.", "pageRefs": null, "priority": null, "whenToUse": null, "confidence": 75, "extraction": { "at": "2026-04-29 13:07:32.980789+00", "model": "claude-legacy", "runId": null, "seconds": null, "promptVersion": null }, "pageNumber": 158, "whyItWorks": null, "antipattern": null, "cardinality": null, "narrativePurpose": null }, { "tool": { "name": "Core Message Extraction", "slug": "core-message-extraction", "status": "active", "bestFor": "Any slide that carries an argument or finding. 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"name": "Paragraph", "slug": "paragraph", "status": "active", "canonId": "019de52c-fb80-75af-aa5c-a7a4bfac2433", "version": 1, "description": null }, "framework": null }, "subkind": "paragraph", "groupRole": null, "confidence": null, "extraction": { "at": "2026-05-02 19:43:09.121+00", "model": "google/gemini-3.1-flash-lite-preview-20260303", "runId": null, "seconds": null, "promptVersion": null }, "componentId": "3ab2caa9-ff1f-468b-abbb-f802f304de7e", "parentComponentId": null }, { "bbox": { "h": 0.285, "w": 0.144, "x": 0.832, "y": 0.459 }, "kind": "paragraph", "text": "The Boston Consulting Group (BCG) is a global management consulting firm and the world's leading advisor on business strategy. We partner with clients from the private, public, and not-for-profit sectors in all regions to identify their highest-value opportunities, address their most critical challenges, and transform their enterprises. Our customized approach combines deep insight into the dynamics of companies and markets with close collaboration at all levels of the client organization. This ensures that our clients achieve sustainable competitive advantage, build more capable organizations, and secure lasting results. Founded in 1963, BCG is a private company with 85 offices in 48 countries. For more information, please visit bcg.com.", "attrs": null, "canon": { "kind": { "name": "Paragraph", "slug": "paragraph", "status": "active", "canonId": "5f2affc0-941d-4d07-959d-4bfc1930cea4", "version": 1, "description": "Single prose block in the body of a slide." }, "tool": null, "subkind": { "name": "Paragraph", "slug": "paragraph", "status": "active", "canonId": "019de52c-fb80-75af-aa5c-a7a4bfac2433", "version": 1, "description": null }, "framework": null }, "subkind": "paragraph", "groupRole": null, "confidence": null, "extraction": { "at": "2026-05-02 19:43:09.121+00", "model": "google/gemini-3.1-flash-lite-preview-20260303", "runId": null, "seconds": null, "promptVersion": null }, "componentId": "3bf22e3b-4c64-4097-b57e-8213a902b528", "parentComponentId": null }, { "bbox": { "h": 0.045, "w": 0.265, "x": 0.521, "y": 0.218 }, "kind": "title", "text": "TRANSFORMATION", "attrs": null, "canon": { "kind": { "name": "Title", "slug": "title", "status": "active", "canonId": "019de52c-f7dd-76d9-b848-b1f12bd85cf4", "version": 1, "description": "Slide title or headline." }, "tool": null, "subkind": { "name": "Headline", "slug": "headline", "status": "active", "canonId": "019de52c-fae1-7463-9a7c-d60668eced0d", "version": 1, "description": null }, "framework": null }, "subkind": "headline", "groupRole": null, "confidence": null, "extraction": { "at": "2026-05-02 19:43:09.121+00", "model": "google/gemini-3.1-flash-lite-preview-20260303", "runId": null, "seconds": null, "promptVersion": null }, "componentId": "6f4d7634-7824-4f20-9f8f-2e3c8fc7147e", "parentComponentId": null }, { "bbox": { "h": 0.045, "w": 0.185, "x": 0.561, "y": 0.407 }, "kind": "title", "text": "DELIVERING AND SUSTAINING BREAKTHROUGH PERFORMANCE", "attrs": null, "canon": { "kind": { "name": "Title", "slug": "title", "status": "active", "canonId": "019de52c-f7dd-76d9-b848-b1f12bd85cf4", "version": 1, "description": "Slide title or headline." }, "tool": null, "subkind": { "name": "Subtitle", "slug": "subtitle", "status": "active", "canonId": "019de52c-fb09-739d-900c-815b0d9ac526", "version": 1, "description": null }, "framework": null }, "subkind": "subtitle", "groupRole": null, "confidence": null, "extraction": { "at": "2026-05-02 19:43:09.121+00", "model": "google/gemini-3.1-flash-lite-preview-20260303", "runId": null, "seconds": null, "promptVersion": null }, "componentId": "2542ef4c-3d5d-42de-aa64-12e3ad6ea120", "parentComponentId": null } ], "metrics": [], "tools": [], "frameworks": [], "arcBeats": [], "loops": [], "locked": true } ], "arcBeats": [ { "from": 9, "to": 19, "label": "Situation & Context", "description": "Transformation imperative + disruption + always-on era data." }, { "from": 20, "to": 22, "label": "Problem & Complication", "description": "Taking the journey / muscles to build - change is hard." }, { "from": 23, "to": 67, "label": "Solution & Approach", "description": "Part I introduces holistic 3-pillar framework chapter by chapter." }, { "from": 68, "to": 120, "label": "Evidence & Proof", "description": "Part II execution chapters densely loaded with named-company case studies." }, { "from": 121, "to": 159, "label": "Impact & Next Steps", "description": "Part III applies framework to digital, turnaround, emerging-market contexts." } ], "loops": [ { "from": 9, "to": 11, "label": "Cost Of Inaction", "description": "Establish urgency: legacy advantages obsolete, must transform now" }, { "from": 14, "to": 15, "label": "2x2 Matrix", "description": "Type companies into transformation archetypes" }, { "from": 16, "to": 22, "label": "Pattern Hunter", "description": "Aggregate evidence to declare an always-on era" }, { "from": 25, "to": 33, "label": "Quick Win Big Bet", "description": "Sequence quick fund-the-journey wins to fuel transformation" }, { "from": 35, "to": 48, "label": "Pivot", "description": "Reframe core: rethink business model, portfolio, GTM, target op model" }, { "from": 51, "to": 67, "label": "Golden Circle", "description": "Anchor sustained performance in authentic purpose (why) before structure" }, { "from": 71, "to": 85, "label": "Zoom In", "description": "Drill from CEO 4-stage process into specific leadership behaviors" }, { "from": 87, "to": 103, "label": "Domino Effect", "description": "Show how Change Delta elements compound into sustainable change" }, { "from": 105, "to": 120, "label": "Pareto Focus", "description": "Prioritize critical few capabilities and build them systematically" }, { "from": 123, "to": 135, "label": "Maturity Curve", "description": "Sequence digital transformation in 4 maturity stages" }, { "from": 137, "to": 146, "label": "Before After", "description": "Show turnaround moves taking distressed firms back to health" }, { "from": 147, "to": 158, "label": "Tale Two Worlds", "description": "Contrast MNC approach vs local-competitor reality in emerging markets" } ] }