I’m a Boston Consulting Group managing director and partner, founder of BCG’s Behavioral Science Lab, and leader of our network of behavioral scientists. I serve as a member of the BCG Change Management leadership team. I use my training as a behavioral economist to improve product and service design and delivery in order make countries and organizations more productive, inclusive, and sustainable. I am the co-author of the “Decision-Maker’s Playbook,” published by the Financial Times, and am deeply involved in BCG's Future of Work activities, with a special emphasis on deskless workers.
Frontline Managers: So Critically Important, And So Underappreciated
Developing top frontline managers doesn’t require a lot of effort or cost a fortune. But it does require a serious commitment that should pay dividends for years to come.
Egos, Commitments, And Letting Go: How To Prioritize And Deprioritize
Deprioritizing isn’t just knowing what to cut. It is designing the conditions that make cutting a natural, rational outcome rather than an act of willpower.
If Layoffs Become Necessary, Here’s How To Handle Them Compassionately
Layoffs and downsizing are a messy business. No leader relishes them. If you must let employees go, explain why, offer a helping hand, and show them that you care.
How To Hardwire Change And Prevent Backsliding
If treated as an ongoing rather than a sporadic process, change can be embraced as a foundational attribute of an organization’s entrepreneurial culture.
Don’t Just Talk About Customer ‘Centricity,’ Live It—And Own It
Leaders need to embed “customer centricity” into their daily routines and their organizations’ DNA to ensure superior customer experiences on a consistent basis.
The Interns Are Speaking – Can You Understand Them?
With five generations and multiple communication channels, we’re navigating a new kind of challenge: English-to-English translation.
Lessons From NASA: How Failure Begets Success
Leaders need to create an environment where employees can fail, learn, innovate and move forward. If they do so, they have created an environment for success.
Thinking Strategically About Your Workforce Needs
Strategic workforce planning is not “Part II” of your overall strategic plan. Instead, the workforce component should help inform other critical decisions.
How To Keep Top Talent When Existing Incentives No Longer Work
Even in uncertain times, leaders have many tools available to help keep key employees. But retention requires purposeful, strategic effort.
Exactly What Is An AI-First Company?
Being an AI-first organization is a fundamentally different way of organizing people, resources, and decisions around the capabilities of artificial intelligence.