BCG Classics Revisited

June 2014
The growth share matrix—put forth by BCG founder Bruce Henderson in 1970—remains a powerful tool for managing strategic experimentation amid rapid, unpredictable change.
December 2013
The principles of time-based competition still hold—but today’s companies must be adaptive, as well as fast, in order to succeed.
May 2013
The experience curve theory still holds, particularly in specific industries. But to succeed in today’s environment, many companies need to develop an additional kind of experience.
December 2012
BCG founder Bruce Henderson’s rule, conceived in 1976, still holds valuable lessons for companies in many industries.

Strategy Standards

June 2007

Strategy requires established players at the center to make regular visits to outsiders on the periphery, where modest investments can produce huge payoffs.

January 1980
Strategic competition holds the promise of a quantum increase in productivity and the ability to control and expand a company’s potential.
January 1981
Companies need to absorb the fast-changing lessons of strategic thinking to survive and thrive.
January 1976
A stable competitive market never has more than three significant competitors, the largest of which has no more than four times the market share of the smallest.
January 1973
In this classic from 1973, BCG's Bruce Henderson explains why the failure of a dominant producer to gain market share is tantamount to its failure to compete.

Annals of Leadership

May 2005
Pride goes before the fall. This admonition applies to all successful CEOs and to successful business people in general.
February 2002
Companies managed by leaders who can connect emotionally to their employees, suppliers, and customers will emerge vastly stronger from these tumultuous times.

Digital Landmarks

October 2006

The lighter-weight business models enabled by Web 2.0 pose threats and present opportunities to traditional players.

April 2006

Technology is driving the substitution of one form of trust for another—reputation for reciprocity—with consequences for both strategy and organization.

May 2007

Web 2.0 could redefine the traditional rules of strategy, strengthen competitive advantage while lowering costs, and upend entire industries.

September 1997
Technology is dissolving the glue that holds traditional value chains together, enabling individual links to follow their own underlying economics.