Why Hire a Strategic Consulting Firm?

To stay ahead, companies must constantly search for new advantages, make smart entrepreneurial decisions, and orchestrate strategic change. Most of the world’s leading companies make regular use of consulting services to help them build and strengthen their competitive advantages.

In responding to uncommon situations or those not previously encountered, companies often do not have the time, expertise, or experience to develop solutions or prepare important decisions internally. A few examples:  

  • Facing challenges from new competitors or new technologies that are not yet fully understood
  • Expanding into new businesses, countries, or activities that are still unfamiliar
  • Undertaking a complex organizational transformation as a result of a merger, acquisition or turnaround initiative
  • Needing to build a professional organization rapidly in new areas

In situations that go beyond the day-to-day management of the company, a management consulting firm can be highly valuable. Experienced consultants can help facilitate and drive a major endeavor. Outside experts can also serve as a sparring partner, challenging management with an incisive, objective view.

Growth-Share Matrix
Over the past four decades, BCG's growth-share matrix has become the standard approach to capital allocation in multisector, multisegment companies. "Stars," "dogs," "cash cows," and "question marks" have become firmly embedded in the language of business. View PDF

The Experience Curve
The experience curve grew out of work BCG did in the 1960s for a major manufacturer of semiconductors. It would become a conceptual cornerstone in the understanding of both the role market share plays in establishing competitive advantage, and the importance of asset allocation in portfolio management. View PDF

Time-Based Competition
Time is the secret weapon of business. Our concept of time-based competition represented a new paradigm in strategic thinking and business practice. No successful organization has since been able to ignore the fact that speed often matters as much as direction. View PDF