Martin Reeves is Chairman of the BCG Henderson Institute, BCG’s think tank dedicated to exploring and developing valuable new insights from business, technology, economics, and science by embracing the powerful technology of ideas.
Martin is a regular contributor to Harvard Business Review, MIT Sloan Management Review, Fortune, and other management journals on business strategy and management.
A regular public speaker and a repeat TED@BCG presenter, Martin is coauthor of The Imagination Machine, an executive’s guide to systematically harnessing imagination for corporate reinvention and rejuvenation. He also coauthored Your Strategy Needs a Strategy, which proposes the “strategy palette” as a tool to enable business leaders to tune their approach to strategy to the strategic environment of each business.
Companies must increasingly compete on imagination, but we don’t have a clear idea of how imagination works or how to systematically improve it. How could we cultivate imaginative capacity, rather than leaving it to chance, intuition, or processes?
Collaboration is good for many things—but for businesses, treating it as a default is a mistake. In some cases, discouraging collaboration or even encouraging competition can be advantageous.
BCG Henderson Institute has partnered with Fortune to publish the Future 50, a ranking of the companies with the greatest long-term growth prospects.
The uses and limits of large language models.
Most leaders agree that imagination in business is crucial for success but they struggle to cultivate this capability. Explore how to harness the power of imagination.
The world of strategy is thick with ideas and frameworks; Your Strategy Needs a Strategy will help you cut through the noise and find clarity regarding which approach, or combination of approaches, is your best bet.
Inspiring and thought-provoking conversations with authors about influential ideas on business, technology, economics, and science.
"We all seem to have collectively lost sight of what it means to be a good business, in the ethical sense."
"In a world like this, you better ask yourself every single day whether your company has three characteristics: One is resilience, the second is optionality or open-mindedness, and the third is agility."
"If we are to be able to harness the upsides [of these technologies], we have to take a cold hard look at their potential downsides. Too often, people fall into one or other camp—naive techno optimists […] or modern-day Luddites. That does not cut it anymore."
"Business today is built upon knowledge layers—information on customers, supply chains, markets…. All these layers will now be updated with…new technology, [enabling] optimized decision making, personalization, and customization."
Today’s executives are navigating a landscape where risks are up and visibility is down. Trump’s deliberate uncertainty has added new risks, but the death of the current economic expansion is not as clear cut as current public discourse likes to paint it.
What makes AI a valuable member of the executive team is that it is different from humans. This disrupts and therefore broadens the considerations—in some cases, providing information quickly to move forward.
For companies, the challenge is not choosing between idealism and abandonment but forging a pragmatic path that balances resilience, local adaptation, and long-term business priorities.
In 2025, political surprises are adding fuel to the fires of business uncertainty, complexity, and volatility. Here’s how leaders can navigate this special type of risk.
Firms thrive by embracing change as a forge for stability, creating a path from adaptation to enduring advantage.
Our 2025 Meeting of Minds explored how businesses can play a crucial role in upholding democratic foundations—mitigating polarization, fostering trust, and ensuring institutions remain accountable.
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