Archive for October, 2015

The BCG matrix revisited

October 25, 2015 Leave a comment

In 1970 Bruce Henderson drafted the Growth-Share matrix as a tool to help companies allocate their resources to their different products, according to the market attractiveness and the firm`s competitiveness in each market. (1) The BCG has revisited the concept in a paper by Reeves, Moose and Venema. (2) and (3)

Matriz y vision

They state in the years passed, the number of conglomerates has dropped and also a more dynamic and unpredictable environment has emerged. Read more…


The ecoDa/AIG Guide to Directors’ Duties and Liabilities

October 12, 2015 Leave a comment

Ecoda ( and AIG have jointly published a Guide to Directors regarding risks they face when acting as such. Both entities have published press releases, (1) and the guide itself, (2). We strongly recommend directors to read the guide. (3)

The landscape remains similar although several changes appear: regulators will be less permissive; fiduciary duties are better defined so that compliance will also be better and more easily demanded; companies (even SME`s) are becoming global, so that directors should assess their liability landscape in geographies in which the company operates.

Directors need to keep themselves out of the firing line by: (i) proactively fulfilling their duties, requiring to receive all necessary information, etc.,  (ii) asking their position to be noted in the minutes and taking private notes, (iii) being wise in procedures to be sure the Business Judgement rule will be applied, (iv) having a goog D&O insurance, etc.

(1) See them here ( and here (,

(2) See it here:

(3) I thank @excellencia_ltd for tweeting the report, which made me aware of its existence.


What`s the core of a Digital Transformation?

In this post we will be following the research-survey made by Gerald C. Kane, Doug Palmer, Anh Nguyen Phillips, David Kiron and Natasha Buckley, recently published by MIT and Deloitte, (1).

Their first contribution denies technology itself as a strong digital transformation tool; what really transforms businesses is the way firms integrate technologies, (social, mobile, analytics and cloud). And digital leaders, apart from having a clear digital strategy, have the leadership and culture to invest in organizational change, talent gathering and build-up.

Mit and Deloitte classify firms in Early, Developing and Maturing stage in their path to be a digital firm, that is one ”transformed by digital technologies and capabilities that improve processes, engage talent across the organization and drive new value generating business models.” Read more…