We started the firm in 1978 with a simple yet powerful idea: that we could help executives of large corporations more effectively manage their businesses by combining innovations in investment management with developments in the emerging field of strategic management.

Our early work helped business leaders identify where value was being created and destroyed within their business portfolios. We pioneered performance measures such as economic profit and warranted equity value, which incorporate a charge for the capital employed in the business. We called this new approach "Value-Based Portfolio Management." It was a big idea and a great platform for developing our US business through the early 1980s.

However, while value-based measures help business leaders unlock enormous value, we were already starting to help managers gain greater insight into forward-looking investments. So we broadened our practice by linking value-based measures to strategic planning at the business unit as well as corporate level. Reflecting the expanded focus of our practice, we renamed our approach "Value-Based Management."

By the mid-1990s, as we were increasingly serving businesses in Europe as well as the US, we realized that the managerial challenge of creating value year after year required organizational changes; not just new information and management processes, but also innovative ways of structuring, organizing and leading the company. So we developed new approaches that made strategy development a continuous process supported by insightful market and competitor information. We developed new ways of thinking about resource allocation, performance management and executive compensation, all of which helped managers instill in their companies the clarity and accountability that capital markets demand from the outside. We renamed our approach "Managing for Value" to reflect the breadth of our practice and the depth of our understanding of the art and science of management.

As we have grown from a specialist boutique to a leading strategy advisor, we have continued to broaden our offer and have built a network of offices in the US, Europe and Asia that enables us to serve the needs of global companies. We no longer use one label to describe what we do; rather we organize our experience, offer and advice into seven core areas of expertise. In addition to advising our clients in these areas, we regularly research and publish on all of them. We develop our people to have deep expertise in the value-based disciplines that we have developed over time, and for those who want it, we encourage specialization in these areas of expertise.

During this near 30-year period of evolution, we have been privileged to serve an expanding list of leaders of global companies who see the value of being at the forefront of management practice. Our ideas and impact have given us the opportunity to advise management teams at some of the world’s best known companies, at the corporate, business unit and functional levels and on the issues that most impact their value and performance.