Winning The 20s

Over the past decade, businesses have faced relentless change on multiple dimensions, and the list of the world’s largest companies has changed enormously. The keys to success are likely to be just as different for the new decade. Winning the ’20s analyzes the new competitive environment that businesses face and outlines what will it take to win in the 2020s. To stay ahead of the trends that are reshaping business, leaders need to rethink existing assumptions and retool their companies. Both traditional incumbents and younger digital giants will face very different but equally critical challenges in the 2020s—and would do well to learn from each other’s strengths. This book discusses the new dimensions of competition that will affect corporate strategy in the next decade and how leaders can reinvent their organizations to be better suited for the new environment. The companies that succeed in the 2020s will look very different than they do today—they will have evolved their businesses to harness new technologies and reshaped their external relationships, organizations, and approaches accordingly. Winning the ’20s will help business professionals as well as academics and students with an interest in strategy and leadership answer this critical question for the start of this decade: How should you prepare your company to avoid being left behind and emerge as a winner in a rapidly evolving business landscape?

Over the past decade, businesses have faced relentless change on multiple dimensions, and the list of the world’s largest companies has changed enormously. The keys to success are likely to be just as different for the new decade. Winning the ’20s analyzes the new competitive environment that businesses face and outlines what will it take to win in the 2020s. To stay ahead of the trends that are reshaping business, leaders need to rethink existing assumptions and retool their companies. Both traditional incumbents and younger digital giants will face very different but equally critical challenges in the 2020s—and would do well to learn from each other’s strengths. This book discusses the new dimensions of competition that will affect corporate strategy in the next decade and how leaders can reinvent their organizations to be better suited for the new environment. The companies that succeed in the 2020s will look very different than they do today—they will have evolved their businesses to harness new technologies and reshaped their external relationships, organizations, and approaches accordingly. Winning the ’20s will help business professionals as well as academics and students with an interest in strategy and leadership answer this critical question for the start of this decade: How should you prepare your company to avoid being left behind and emerge as a winner in a rapidly evolving business landscape?

The ranking of the largest exchange-listed companies in the world has changed enormously in recent years. This book explains how this happened and what was the key to success.

As the business context evolves more rapidly, driven by accelerating technological, political, and social change, an increasing strategic priority for business leaders is how to enact large-scale organizational change. Even companies that are current industry leaders are vulnerable to disruption. Company leaders need to watch over their shoulder for—and transform the company in anticipation of—the next disruption. Mastering the Science of Organizational Change summarizes the work of the BCG Henderson Institute and its fellows and ambassadors over several years to develop a more scientific approach to change. Hundreds of companies are analyzed in the book’s discussion on how to beat the odds in large-scale change management using an evidence-based approach—a large-scale analysis of what approaches actually work in which circumstances. Part 1 of the book reviews the imperatives for self-disruption. The second part elaborates on how to manage the process of change. Finally, Part 3 discusses how organizations can take change to the next level. Events around the book Link to a De Gruyter online event in which, Martin Reeves, Chairman of the BCG Henderson Institute, will share lessons on how to develop a more scientific approach to change including how to self disrupt, how to manage the process of change, and how organizations can take change to the next level: https://youtu.be/TfzFllmL4Cg

Due to the emergence of innovative technologies, various professional fields are transforming their traditional business practices. Specifically, the financial and legal markets are experiencing this digital transformation as professionals and researchers are finding ways to improve efficiency, personalization, and security in these economic sectors. Significant research is needed to keep pace with the continuous advancements that are taking place in finance. Fostering Innovation and Competitiveness with FinTech, RegTech, and SupTech provides emerging research exploring the theoretical and practical aspects of technologically innovative mechanisms and applications within the financial, economic, and legal markets. Featuring coverage on a broad range of topics such as crowdfunding platforms, crypto-assets, and blockchain technology, this book is ideally designed for researchers, economists, practitioners, policymakers, analysts, managers, executives, educators, and students seeking current research on the strategic role of technology in the future development of financial and economic activity.

This is a true story from Maj. Harold Ferguson’s personal diary and letters describing his experiences during World War I and his life as a citizen of Los Angeles during the formative years of the 1920s. Maj. Harold Ferguson was a Stanford graduate lawyer and member of the United States National Guard returning from service in World War I to his home in Los Angeles, a city growing into a thriving metropolis. But Los Angeles was a different city from Chicago, New York, or Detroit. It was isolated from the rest of the country by its location on the West Coast, surrounded by mountain ranges and oceans. Natural resources were rare, and water would be crucial to supporting a new population that hailed mostly from the Midwest. All these challenges were part of Ferguson’s story. His entry into the LA real estate business came at a time when Los Angeles was overwhelmed with housing demands to accommodate all the new immigrants who saw Los Angeles as a Mediterranean paradise—sunshine, Hollywood, job opportunities, get-rich-quick schemes, and a new beginning. But delayed effects of World War I, subterranean and invisible to most, rose from the depths and created the Great Depression.

The main objective of this book is to provide an innovative set of concepts and tools regarding company management, internal and external stakeholders and social responsibilities, reflecting the necessities and opportunities generated by the digital transformation, the transition to a knowledge-based economy, and the COVID-19 crisis. The book, based on a holistic vision and contextual approach of business, contributes to the development of company management and stakeholder and social responsibility theories and practices, being structured in 12 chapters. The original company management vision, approaches, and tools are based on three pillars: a new "manager–relevant stakeholder" rather than "manager–subordinate" managerial paradigm; a new type of company social responsibility rather than corporate social responsibility; and a new concept of company-relevant stakeholder rather than that of salient stakeholders. The book contains two innovative managerial mechanisms: the managerial synapse and company-relevant stakeholders-based management system able to help companies and stakeholders face successfully the challenges of digital transformation and the COVID-19 crisis and to generate greater organization functionality and performance. The book will be of interest to company managers and management specialists, management academics, consultants and researchers, and MBA students interested in a style of management with social responsibility at the forefront.

The Chicago White Stockingslater renamed the Cubswon the inaugural National League Pennant in 1876 with a barrage of offensive numbers. Ross Barnes led the league at a .421 clip, and three other Chicago batters finished among the leagues top five hitters. Even pitcher Al Spalding hit an impressive .312. Thus began the "northsiders" tradition of producing some of the major leagues greatest sluggersincluding "Cap" Anson, "Gabby" Hartnett, and "Hack" Wilson. The Chicago White Soxstill named the White Soxwon the inaugural American League Pennant in 1901, led by Fielder Jones .311 average for a team built more around pitching than hittinga team that won its first World Series title in 1906 with the nickname "The Hitless Wonders." But the "southsiders" also put up some lofty offensive numbers with the likes of Shoeless Joe Jackson and Eddie Collins.