{ "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": 152, "pageCount": 167, "prevPage": 151, "nextPage": 153, "slideType": "key_messages", "function": "summarize", "density": "dense", "nDataPoints": 0, "notes": "This appears to be a page from a BCG publication or report.", "elementsJson": [ "paragraph", "headline_text", "footnote" ], "metadataConfidence": 0.9, "imagePath": null, "slideHref": "/slides/019dd923-5ca1-7489-b634-df215e4f0bc1/152", "deckHref": "/decks/019dd923-5ca1-7489-b634-df215e4f0bc1", "deckJsonHref": "/decks/019dd923-5ca1-7489-b634-df215e4f0bc1.json", "deckAnchorHref": "/decks/019dd923-5ca1-7489-b634-df215e4f0bc1#slide-152", "components": [ { "bbox": null, "kind": "callout", "text": "Emerging markets can have distinct advantages in this regard: there are few embedded legacy processes or cultures to combat, and these markets are often technology savvy, so digitally enabled, leaner processes can be deployed with relative ease.", "attrs": null, "subkind": null, "toolName": "Visual emphasis", "toolSlug": "visual-emphasis", "confidence": null, "componentId": "019dd951-9f62-7003-b128-5d1df8e5994b", "frameworkName": null, "frameworkSlug": null }, { "bbox": { "h": 0.15, "w": 0.78, "x": 0.11, "y": 0.8 }, "kind": "paragraph", "text": "For example, one company operating in China through a joint venture launched a two-year productivity improvement program for all nonproduction processes, with the goal of optimizing them to be as effectively run as factory processes. 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. Clear accountabilities for continuous improvement were also established.", "attrs": null, "subkind": "paragraph", "toolName": null, "toolSlug": null, "confidence": null, "componentId": "8a038ac4-1f1c-4e27-b12d-ecf439402131", "frameworkName": null, "frameworkSlug": null }, { "bbox": { "h": 0.32, "w": 0.78, "x": 0.11, "y": 0.21 }, "kind": "paragraph", "text": "Winning in the Medium Term with Process and Functional Excellence. 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. Equally often, there is good reason for this: emerging markets need adapted processes, especially in externally facing functions; it isn't possible (nor is it a good idea) to simply copy global models as one copies a building design.", "attrs": null, "subkind": "paragraph", "toolName": null, "toolSlug": null, "confidence": null, "componentId": "cdf3c067-beaa-44bc-b374-36dda914be6c", "frameworkName": null, "frameworkSlug": null }, { "bbox": { "h": 0.12, "w": 0.78, "x": 0.11, "y": 0.09 }, "kind": "paragraph", "text": "lowering the dependence on expatriate executives, and rebuilding the leadership team to ensure that high-performing people are in high-impact positions when more fundamental work on process and functional excellence starts. Putting people with a strong competitive and entrepreneurial mindset into new leadership roles is vital.", "attrs": null, "subkind": "paragraph", "toolName": null, "toolSlug": null, "confidence": null, "componentId": "ce21e23d-9075-4b53-804b-65fefcccc79a", "frameworkName": null, "frameworkSlug": null }, { "bbox": { "h": 0.25, "w": 0.78, "x": 0.11, "y": 0.54 }, "kind": "paragraph", "text": "More and more, companies have to recognize that they should establish process excellence across all their functions in all emerging markets. For some processes, they must stringently foster global standardization; for others, they should require their local units to improve process transparency, discipline, and quality but adapt all of these qualities to local circumstances. Some companies are even starting to use emerging markets as pilots for completely new definitions of processes, especially in the area of digitization. Emerging markets can have distinct advantages in this regard: there are few embedded legacy processes or cultures to combat, and these markets are often technology savvy, so digitally enabled, leaner processes can be deployed with relative ease.", "attrs": null, "subkind": "paragraph", "toolName": null, "toolSlug": null, "confidence": null, "componentId": "eb3d5416-52b2-49e8-aeb8-8d3dec95505b", "frameworkName": null, "frameworkSlug": null }, { "bbox": { "h": 0.02, "w": 0.03, "x": 0.11, "y": 0.96 }, "kind": "source-note", "text": "144", "attrs": null, "subkind": null, "toolName": null, "toolSlug": null, "confidence": null, "componentId": "7b97910f-d054-4666-a3fb-ec2d2667637c", "frameworkName": null, "frameworkSlug": null }, { "bbox": { "h": 0.02, "w": 0.21, "x": 0.68, "y": 0.96 }, "kind": "source-note", "text": "THE BOSTON CONSULTING GROUP", "attrs": null, "subkind": null, "toolName": null, "toolSlug": null, "confidence": null, "componentId": "a808994a-d669-4f06-a923-c75d6ece1de0", "frameworkName": null, "frameworkSlug": null } ], "metrics": [], "tools": [ { "name": "Action Titles", "slug": "action-titles", "agent": "Architect", "layer": "slide", "matchId": "b7476989-280a-4651-8150-651c10f7d3e1", "evidence": "The slide uses action-oriented titles such as 'Winning in the Medium Term with Process and Functional Excellence'.", "confidence": 0.8 } ], "frameworks": [], "arcBeats": [ { "to": 159, "from": 121, "beatId": "019dd95a-0702-74a3-87e2-aa2e1a632130", "arcName": "The Consultant's Gambit", "arcSlug": "consultants-gambit", "beatName": "Impact & Next Steps", "beatSlug": "consultants-gambit-impact-next-steps", "evidence": "Part III applies framework to digital, turnaround, emerging-market contexts.", "position": 5, "confidence": 85, "parentBeatName": "Resolution", "parentBeatSlug": "resolution" }, { "to": 159, "from": 121, "beatId": "019dd95a-0702-74a3-87e2-b6be36bae024", "arcName": "The Triple Take", "arcSlug": "triple-take", "beatName": "The Action (Now What)", "beatSlug": "triple-take-the-action-now-what", "evidence": "Part III - distinctive transformation types and how to apply.", "position": 3, "confidence": 65, "parentBeatName": "Resolution", "parentBeatSlug": "resolution" } ], "loops": [ { "to": 158, "from": 147, "name": "Tale Two Worlds", "slug": "04-tale-two-worlds", "bestFor": "Competitive analysis, benchmarking, case for change", "matchId": "019dd95a-088c-724c-b30e-e75b0a4ffa63", "evidence": "Chapter repeatedly contrasts MNC selling expense (45%) vs local (10%), 20%+ COGS gap; calls for multilocal shift.", "position": 12, "objective": "Contrast MNC approach vs local-competitor reality in emerging markets", "structure": "Current State -> Desired State / Benchmark -> The Gap & Implication", "confidence": 75, "description": "Show the gap between two states to drive urgency or highlight opportunity" } ], "imagePathAlt": null, "thumbSrc": null, "thumbSrcAlt": null, "locked": true }