Publications

  • Cracking the code of innovation

    August 19, 2013 | BothBrain® Innovation | Forbes.com

    Companies that are innovation leaders grow faster, enjoy greater employee loyalty, and are better at making and executing decisions. What do such companies know that their competitors don't? They build a system of innovation around five different components, ensuring they have the structure in

  • The great repeatable business model

    October 26, 2011 | Strategy | Harvard Business Review

    Really successful companies build their strategies on a few vivid and hardy forms of differentiation that act as a system and reinforce one another. They grow in ways that exploit their core differentiators by replicating them in new contexts. And they turn the sources of their differentiation into

  • In search of jump-start for economic motor

    January 22, 2011 | Strategy | The Times

    With the worldwide financial system still on crutches, the 2011 global business outlook hinges largely on which economic advice Western nations turn into policy and whether countries worldwide can develop unprecedented levels of collaboration to jump-start aggregate demand.

  • Resolving the CEO's dilemma

    October 08, 2009 | Fundamentals of Growth | Bain Brief

    The job of chief executive officer has expanded dramatically in recent years, both in scope and in complexity. The companies CEOs run are likely to operate all over the world, in markets that have rarely been more turbulent than today.

  • Flying past the point of no return need not be daunting

    April 20, 2009 | The Times

    Early pilots coined the phrase "point of no return". It's the place from which an aircraft no longer has enough fuel to make it back to its original airfield but must push on to a new destination.

  • Oil & gas industry consulting

    March 29, 2009 | Oil & Gas | Bain slip sheet

    As the first quarter of 2009 draws to a close, the global Oil & Gas industry continues to work through challenging times. Oil prices remain volatile, investment and activity levels are uncertain and the financial sector is still turbulent. To improve the odds of success in such conditions:

  • Lessons from the giant slayers

    May 31, 2005 | Customer Strategy & Marketing | Strategy & Innovation

    The concept of barriers to entry is, perhaps, the most daunting proposition an innovator must face. Incumbent companies run by deep, experienced management teams dominate almost every industry. Yet, time and again, upstarts find a way to prevail. How do they create disruption?