Today, one in four M&A transactions involves an emerging market, and 60 percent of those transactions involve Brazil, Russia, India, or China. But not every deal pays off. To succeed, emerging-market dealmakers need experience in the region, savvy local advisors, and a healthy appetite for risk.

As consumers embrace new technologies and services, retailers find it difficult to stay current—and harder still to determine where and how to invest their budgets. True digital transformation starts with the basics: a well-defined strategy rooted in a firm understanding of consumer needs, a clear competitive differentiation, and sound economics.

A second wave of shale gas development will shake the world over the next four to six years, with Argentina, China, Poland, Ukraine, South Africa, and Australia currently at the forefront. While the technology is mature, important challenges remain regarding geology, economics, regulation, and social acceptability.

Significant opportunities still remain to generate long-term growth in online sales. BCG’s proprietary research shows that to achieve this goal companies must enhance the value chain in order to meet consumers' high expectations for online experiences with sales, service, and fulfillment. BCG examines the actions that retailers and carriers can take to spur consumers to increase their online purchasing.

Corporate hubris has led companies to overextend themselves, to falter, and—all too often—to fail. To fight corporate hubris, CEOs and other top executives should adhere to the perpetuity principle. By serving as stewards of their companies, leaders can develop profitable, sustainable, and trusted businesses.

Despite all its potential, many senior leaders are having a hard time figuring out how to initiate a big-data strategy. Answers to four questions can create immediate clarity about this seemingly vast topic—and put an end “big-data paralysis.”

The experience curve theory defined a predictable relationship between production volume and costs. The theory remains valid, especially in industries that are relatively stable, cost-sensitive, competitive, and production-intensive. But many companies today need to develop an additional type of experience—experience in shaping demand—to build and sustain competitive advantage.

William Shakespeare created characters who are archetypes of human behavior. Macbeth, Titus Andronicus, and Julius Caesar are timeless protagonists who exemplify some of the same traits—good and bad—of today’s managers.

Falling demand, rising costs, and emerging alternatives to centralized power generation and distribution have combined to make the European power landscape more complex, volatile, and fragile. To thrive in this new landscape, power companies will need to increase organizational flexibility, build active hedges, create option value, and reconfigure existing portfolios.

There is more than enough evidence to demonstrate that the big-data approach is a potential game changer in the insurance industry. All companies, regardless of size, specialty, or location, should investigate the possibilities. Nonetheless, there are hurdles to overcome, and those insurers that act early will be best positioned.