{
  "docId": "019dd923-5ca1-7489-b634-df215e4f0bc1",
  "docSlug": "b89c4b2a8f5b0c45",
  "documentTitle": "Transformation Ebook",
  "authorId": "BCG",
  "authorName": "BCG",
  "documentKindSlug": "consulting-deck",
  "documentKindLabel": "Consulting deck",
  "sourceTypeSlug": "strategy_consulting",
  "sourceTypeLabel": "Strategy consulting",
  "presentationDate": null,
  "orientation": "landscape",
  "aspectRatio": 2.5,
  "pageNumber": 105,
  "pageCount": 167,
  "prevPage": 104,
  "nextPage": 106,
  "slideType": "section_divider",
  "function": "transition",
  "density": "dense",
  "nDataPoints": 0,
  "notes": "This is a chapter opening page from a BCG report.",
  "elementsJson": [
    "headline_text",
    "paragraph"
  ],
  "metadataConfidence": 1,
  "imagePath": null,
  "slideHref": "/slides/019dd923-5ca1-7489-b634-df215e4f0bc1/105",
  "deckHref": "/decks/019dd923-5ca1-7489-b634-df215e4f0bc1",
  "deckJsonHref": "/decks/019dd923-5ca1-7489-b634-df215e4f0bc1.json",
  "deckAnchorHref": "/decks/019dd923-5ca1-7489-b634-df215e4f0bc1#slide-105",
  "components": [
    {
      "bbox": null,
      "kind": "callout",
      "text": "BCG contends that, in fact, lasting transformations hinge on capabilities.",
      "attrs": null,
      "subkind": null,
      "toolName": "Visual emphasis",
      "toolSlug": "visual-emphasis",
      "confidence": null,
      "componentId": "019dd951-9f62-7003-b123-e8b78c8946ce",
      "frameworkName": null,
      "frameworkSlug": null
    },
    {
      "bbox": {
        "h": 0.22,
        "w": 0.7,
        "x": 0.15,
        "y": 0.54
      },
      "kind": "paragraph",
      "text": "This predicament is all too familiar. Many transformations fail to deliver because companies focus too much on the finish line and not enough on the capabilities that they need to build and strengthen in order to get there and—most important—to stay there. By \"capability,\" we mean an ingrained ability to do something well in a way that improves business performance. For example, a company could launch a transformation to improve its R&D performance, develop a new digital service, or change business models from wholesale to retail. Each of these transformations requires new, specific capabilities that the company needs to build—or acquire—in order to execute the transformation and sustain its benefits.",
      "attrs": null,
      "subkind": "paragraph",
      "toolName": null,
      "toolSlug": null,
      "confidence": null,
      "componentId": "2d280562-9e52-495a-8a57-f789b042ec2e",
      "frameworkName": null,
      "frameworkSlug": null
    },
    {
      "bbox": {
        "h": 0.2,
        "w": 0.7,
        "x": 0.15,
        "y": 0.22
      },
      "kind": "paragraph",
      "text": "The CEO of a large consumer goods company was near the end of his rope. He was one year into a large-scale transformation that was focused on growth through a shift into premium products. The company had invested millions of dollars to develop an innovative product that warranted higher prices. The early results had been promising: initial sales were strong. However, the transformation was wrapping up, and the CEO's attention was drawn to other challenges: the company had begun to revert to its old ways.",
      "attrs": null,
      "subkind": "paragraph",
      "toolName": null,
      "toolSlug": null,
      "confidence": null,
      "componentId": "3e9c9943-c209-4aa3-ab34-09d0f6598d95",
      "frameworkName": null,
      "frameworkSlug": null
    },
    {
      "bbox": {
        "h": 0.12,
        "w": 0.7,
        "x": 0.15,
        "y": 0.41
      },
      "kind": "paragraph",
      "text": "The engineering team did not seem to be on track to produce additional innovative designs. Recent prototypes were unimpressive. Discounting had crept back in, and the average price had fallen below the company's target. One successful product would not be enough to keep the business on track. Had the company invested millions to achieve only temporary results?",
      "attrs": null,
      "subkind": "paragraph",
      "toolName": null,
      "toolSlug": null,
      "confidence": null,
      "componentId": "b1ba4786-f323-4e7b-b11e-1009a940f4fd",
      "frameworkName": null,
      "frameworkSlug": 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. Identifying and developing the requisite capabilities can mean the difference between a successful, sustained transformation and a short-term effort whose results quickly fade. In this chapter, we discuss the main reasons companies fall short in this regard, along with three imperatives for building capabilities effectively and generating lasting",
      "attrs": null,
      "subkind": "paragraph",
      "toolName": null,
      "toolSlug": null,
      "confidence": null,
      "componentId": "e436292c-6fb5-48dc-bfc3-8454f3bd6200",
      "frameworkName": null,
      "frameworkSlug": null
    },
    {
      "bbox": {
        "h": 0.05,
        "w": 0.45,
        "x": 0.15,
        "y": 0.08
      },
      "kind": "title",
      "text": "6. Building Capabilities",
      "attrs": null,
      "subkind": "headline",
      "toolName": null,
      "toolSlug": null,
      "confidence": null,
      "componentId": "a6adace5-72e9-4598-aa7c-242289af8ebe",
      "frameworkName": null,
      "frameworkSlug": null
    }
  ],
  "metrics": [],
  "tools": [
    {
      "name": "Closing Techniques",
      "slug": "closing-techniques",
      "agent": "Storyteller",
      "layer": "slide",
      "matchId": "019dd95a-1575-7358-9708-5340207f4151",
      "evidence": "Section divider 'Building Capabilities'.",
      "confidence": 60
    },
    {
      "name": "Problem Statement Canvas",
      "slug": "problem-statement-canvas",
      "agent": "Architect",
      "layer": "slide",
      "matchId": "fe203705-61f3-4322-983a-e423a34c3ec5",
      "evidence": "The CEO of a large consumer goods company was near the end of his rope. He was one year into a large-scale transformation that was focused on growth through a shift into premium products.",
      "confidence": 0.6
    }
  ],
  "frameworks": [],
  "arcBeats": [
    {
      "to": 120,
      "from": 68,
      "beatId": "019dd95a-0702-74a3-87e2-a46981f3662e",
      "arcName": "The Consultant's Gambit",
      "arcSlug": "consultants-gambit",
      "beatName": "Evidence & Proof",
      "beatSlug": "consultants-gambit-evidence-proof",
      "evidence": "Part II execution chapters densely loaded with named-company case studies.",
      "position": 4,
      "confidence": 85,
      "parentBeatName": "Evidence",
      "parentBeatSlug": "evidence"
    },
    {
      "to": 120,
      "from": 69,
      "beatId": "019dd95a-0702-74a3-87e2-b3d6e5d451ad",
      "arcName": "The Triple Take",
      "arcSlug": "triple-take",
      "beatName": "The Implications (So What)",
      "beatSlug": "triple-take-the-implications-so-what",
      "evidence": "Part II - leading, managing, building capabilities.",
      "position": 2,
      "confidence": 65,
      "parentBeatName": "Reflection",
      "parentBeatSlug": "reflection"
    }
  ],
  "loops": [
    {
      "to": 120,
      "from": 105,
      "name": "Pareto Focus",
      "slug": "50-pareto-focus",
      "bestFor": "Resource allocation, problem prioritization, efficiency improvements",
      "matchId": "019dd95a-088c-724c-b30e-d9296b80153c",
      "evidence": "'Ruthlessly prioritize the critical few capabilities' + 10 practices + 4-element capability definition.",
      "position": 9,
      "objective": "Prioritize critical few capabilities and build them systematically",
      "structure": "The Full Distribution -> The Vital Few (20%) -> The Trivial Many (80%) -> Focus Recommendation",
      "confidence": 70,
      "description": "Show that 80% of results come from 20% of causes to drive prioritization"
    }
  ],
  "imagePathAlt": null,
  "thumbSrc": null,
  "thumbSrcAlt": null,
  "locked": true
}