Organization
Organization

Boston Consulting Group

3 Books5 Highlights58 Themes

Boston Consulting Group appears across 3 books, with 5 highlights.

Books

Notes

Most coverage

Unreasonable Success and How to Achieve It has the strongest coverage in these notes.

Recurring themes

Engage with the Expected, Win with the Surprising, Snowmobile Synthesis from Unrelated Parts, Promote the Practitioners, Remove the Resisters

Start here

From business: Strategy is a deliberate search for a plan of action that will develop a business’s competitive advantage and compound it. Bruce Henderson, Founder, the Boston Consulting Group.

Ask about Boston Consulting Group

Answers use only the 3 books and 5 highlights on this page.

Highlights

"From business: Strategy is a deliberate search for a plan of action that will develop a business’s competitive advantage and compound it. Bruce Henderson, Founder, the Boston Consulting Group."

Certain to Win

"Bennet knew that Lifco required a performance-driven CEO capable of replicating that success. The search for the right leader resulted in the appointment of Fredrik Karlsson as CEO. With a degree from the Stockholm School of Economics and experience as a consultant at the prestigious Boston Consulting Group, Karlsson had already proven his capabilities in a previous role as CEO of Mercatura, a German private equity-owned company manufacturing workwear. Karlsson executed a successful turnaround at Mercatura,"

The Compounders

"Personal vehicles of players Player Personal vehicles created Bain Bain & Company; the unique Bain consulting formula; recommendations from client CEOs to other CEOs; Bain Capital Bezos Amazon; the Bezos business formula for Amazon Bismarck The Prussian state and army; North German Confederation; German state and military; successful wars against Denmark, Austria and France Churchill His opposition to Hitler; British state and Empire; their armies and people Curie Radium Disney Disney Studio; cartoons, movies and television; Mickey Mouse and later Disney characters; Disney’s personal WED corporation; Disneyland Dylan The folk movement; Columbia Records; songs and albums; fans Einstein Theory of Relativity; Zurich, Prague, Berlin, Caltech, Berkeley and Princeton universities; media Frankl Man’s Search for Meaning; lectures; awards; school of followers Henderson Boston Consulting Group (BCG); the Experience Curve and Boston Box concepts; Perspectives (short thought-pieces mailed to senior managers); BCG conferences Jobs Apple, NeXT and Pixar; Macintosh computers; Apple digital devices; Apple store; Apple apps Keynes The Economic Consequences of the Peace; King’s College Cambridge; The General Theory Lenin Iskra (Russian revolutionary newspaper); What Is To Be Done?; Bolshevik party; Russian state; military and secret police Leonardo His studio in Florence; his paintings, sculptures Madonna Record labels; albums, videos, movies; media; personal business ventures Mandela ANC; Robben Island prison; South African state Rowling Harry Potter Rubinstein Eponymous cosmetics empire; advertising and media; personality marketing and personal networking Paul of Tarsus City churches he founded; his letters (epistles) to them, Acts of the Apostles; Marcion and his pioneering New Testament canon Thatcher Conservative Party; British state and military; Falklands war; ‘Thatcherism’ programme in favour of free enterprise, against state business monopolies and abuses of trade union power"

Unreasonable Success and How to Achieve It

"Here are examples of pool vehicles the players used. For Bill Bain, it was the theories of business strategy that had been originated by the Boston Consulting Group. BCG put its ideas such as the Boston Box out into the public domain to build reputation and sell business. When Bill Bain started Bain & Company, he was able to use all BCG’s concepts. They were high-octane stuff, fuelling a whole new industry. Jeff Bezos also used the BCG ideas to develop his philosophy for Amazon, especially dominant market share, and lowest costs and prices. Bezos also benefitted from two other pool vehicles – internet retailing and ‘Californian Venture Capital Syndrome’, which values growth above short-term profits, supporting Amazon’s losses for long years, allowing a focus on customer experience and low prices. Otto von Bismarck rode the rise of nationalism in the nineteenth century. This was his pool vehicle to turn Germany from a fragmented cluster of dozens of independent states into a unified superpower dominating central Europe. The popularity he gained by his unification of Germany pleased the liberal politicians and William, the Prussian King, and kept Bismarck in power for a generation. Winston Churchill’s pool vehicle was the rise of German National Socialism, Hitler’s murderous anti-Semitism, and his own opposition to them. An environmental factor does not have to be appeased or promoted; it can also be a pool vehicle when it is opposed first or most vigorously. Marie Curie’s pool vehicle was the new field of x-rays and radiation. The two pool vehicles which Walt Disney exploited so well were the rise of animated cartoons and, later, the rise of amusement parks. Disneyland was in many ways the opposite of traditional amusement parks, which Walt disdained as ‘nasty, dirty places run by hard-faced men’. Without their existence he would probably not have had the idea for a pristine and uplifting park idealising the best of American small-town values. Leonardo da Vinci would not have been Leonardo if he had not been born where and when he was. Renaissance Florence was his pool vehicle. Bob Dylan’s pool vehicle was the early 1960s folk movement in New York City, with its liberal-protest values, and self-importance, epitomised by his relationship with Joan Baez. He rode them until he became famous, then dumped them sharpish. Albert Einstein benefited from the…"

Unreasonable Success and How to Achieve It

"If you are in business, have you started a company that is sufficiently different from any other, with a great business formula, like Amazon or Apple or the Boston Consulting Group or Bain & Company or Helena Rubinstein or Walt…"

Unreasonable Success and How to Achieve It

Themes

Engage with the Expected, Win with the SurprisingSnowmobile Synthesis from Unrelated PartsPromote the Practitioners, Remove the ResistersShape the Market Before the Fight BeginsFingerspitzengefühl Through Deliberate ApprenticeshipImplicit Communication Beats Explicit by Orders of MagnitudeGarden Design Over Seed SelectionEinheit Outweighs Weapons CountOrientation Is the Schwerpunkt, Not SpeedTwenty-Eight Years to Install Toyota's SystemIf You Can Be Sand-Tabled, You Have No StrategyAsymmetric Fast Transients Beat Superior ForceSurvival on Your Own Terms as Strategic North StarClosed Systems Always Run DownReconnaissance Pull Over Central PlanningCost Reduction as Daily Operating DisciplineMission Contract Replaces MicromanagementFog Grows Inside the Slower OrganizationBe the Customer, LiterallySchwerpunkt Is a Focusing Concept, Not a GoalBad News Is the Only Useful IntelligenceCross-Pollination Without CentralizationPermanent Home Pitch to EntrepreneursIntervention Only at DeviationLet Sellers Keep Skin in the GameGroup Managers as Mini-CEOs Chairing 15-20 CompaniesWrite Down Receivables to Zero at 30 DaysSpecialize Deeper Not BroaderEight-Times-EBITA Ceiling as Deal DisciplineZero HR People for 6,000 EmployeesFourteen Years Private to Build the MachineSmall and Mission-Critical Beats Large and VisibleOne Sheet of Paper Into the CEO ChairFlee the Swedish Bidding WarDental Company to Demolition Robot EmpireSelf-Funded Acquisitions, Zero Share DilutionShortest Conference Calls in SwedenNo CEO Job Without Running a Subsidiary FirstSelf-Manufactured Belief Compounds Over TimeOlympian Expectations Escalate or DieThe Proprietary Segment of OneThe Reality Distortion Field as Leadership ToolRide the Pool Vehicle, Then Build Your OwnPositioning Beats Performance Every TimeNarrow the Niche Until You're the Only OneAnti-Fragile Spirit: Setbacks as Discovery MechanismOne Breakthrough Achievement, Not a PortfolioThe Personal Vehicle as Force MultiplierBe Profitably Different, Not Just DifferentGet Transformed on Someone Else's DimeBain's Exclusivity-Intimacy FlywheelGap in the Market Plus Market in the GapMentors by Adoption, Not PermissionDesire Deeply, Wait, PounceSerious Intent as Daily ObsessionPersonality Reinvention Through DisplacementIntuition as Articulated Hidden KnowledgeExpected Value Betting at Long Odds