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."
"Managing in the age of outrage is not managing outrage. Managing outrage is crisis management, and we’ve done that for years now. The age of outrage is capturing this zeitgeist at the moment."
"Just like human beings, businesses age. And, like organisms, they fight aging at every level. […] But the truth is, as you age, you’ve got to change how you behave, how you manage, and how you invest."
"A big bet is a strategy that has the potential for high impact, but also cannot be predicted. You need these big bets – but you have to [..] approach them differently than you do your normal, incremental strategies."
Navigating today’s dynamic business landscape requires an endless quest for new knowledge. Discover how CEOs can leverage curiosity to drive innovation, growth, and future success.
"I don't think systems thinking can ever replace the experience or knowledge of context that a leader or a decision-maker has, but I do think it can help their thinking."
Corporate change is notoriously difficult and often fails. One reason is that success is considered to depend only on how change is executed—that is, the quality of “change management.” We argue that change must instead be treated as a strategic problem, varying the approach to change depending on the type of challenge encountered and the internal characteristics of the company.
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