Today’s chief executives will ultimately be judged on how well they lead their companies through the two-speed world. To succeed, they must balance the needs of businesses at very different levels of maturity, find and retain global talent, and create a common culture that allows for local variation.Seven CEOs discuss how they do it.

The consumer goods and retail sector is reaching the crest of the third of four waves of digital disruption. As online marketplaces continue to change the way consumers shop, and financial markets weigh winners and losers, the advent of “click and collect” and omnichannel retailing threatens to roil the industry even further.

Targeting better health outcomes is the key to sustainable health reform—the best way both to improve the quality of care and to curb excess health-care spending. BCG estimates that improving U.S. health outcomes to the level of the OECD median is worth approximately $500 billion in potential economic value.

The financial crisis reminded many countries that a healthy economy requires a strong manufacturing sector. The competitive landscape has changed, however. China has become a formidable rival. To maintain an edge, countries and companies should look to South Korea’s manufacturers, which have long felt the heat of Chinese competition.

Reading from The $10 Trillion Prize, Michael Silverstein cautions the next generation against complacency in the face of intense global competition. The new world will be inherited by the energetic, the inventive, and the curious. Those who take too much for granted risk suffering a relative decline in their standard of living.

To win the new consumers in China and India, companies must understand the concept of value in these distinct markets. Paisa vasool, or “money's worth,” can become the watchword to creating products that deliver value—and attracting consumers who become your advocate.

Entrepreneurs in China and India are creating multifaceted companies with astounding growth targets. Ambition, audacity, and determination are the hallmarks of their hard-charging approach to business. As these leaders take their companies global, they are taking their mindset with them—and it could be their most enduring export.

Many consumer-products companies have complex marketing organizations that hinder strategic focus, decision making, and responsiveness—undermining their ability to compete effectively in a changing marketplace. Here’s how to rethink the traditional model and rebuild a leaner, more agile structure that better meets today’s strategic challenges and cost pressures.

Consumers in the world’s richest markets have tightened their belts and are bracing for a sustained period of weak income growth. Companies can thrive in this environment by delivering meaningful innovation, segmenting their markets, focusing on value, and preparing for the rise of a new middle class in emerging markets.

For the most part, business-to-business companies neglect active pricing of the “long tail.” These products represent little revenue individually but significant margins collectively. By taking three steps, business-to-business companies can set appropriate pricing tailored to specific product and customer segments and achieve winning results.