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Since joining Boston Consulting Group in 2000, Anthony Roediger has worked in both the private and public sectors, including in infrastructure, transportation, energy, media and communications, education, health, social services, housing, and government financing and resourcing. He is a member of BCG’s People & Organization practice, as well as the global change management group and the enablement and skills transfer group. Andrew was formerly the managing partner for BCG in Australia and New Zealand.

Anthony is an expert on strategy, governance and organization, large-scale change, and new business models. He has worked with major corporations in Europe, Australia, and Asia, and with governments and other public institutions across Australia, New Zealand, Asia, the Middle East, and the UK. He is a member of BCG’s Center for Digital Government, and at different times has headed BCG’s Public Sector practice in Asia Pacific, and led BCG’s people development function across Asia.

Anthony has also been involved with BCG's social impact work for 20 years, including deep involvement with indigenous development in Australia and as a Board Director of Jawun.

Prior to joining BCG, Anthony worked as a corporate lawyer in Melbourne and London.

AREAS OF EXPERTISE

EDUCATION

  • Master’s degree (BCL First Class) in intellectual property and competition law, Oxford University
  • Bachelor’s degree, economics, Adelaide University
  • Bachelor’s degree law (Honours), Adelaide University

HONORS AND AWARDS

  • Rhodes Scholar, Oxford University

Publications and Videos

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The Climate Innovation Race Just Started: Will You Win?

Whatever the strength of the outcome of the climate change conference in Glasgow, the global business context just changed irrevocably, and for the betterment of the planet. And while the world’s commitments aren’t yet enough to limit warming to 1.5 C above pre-Industrial levels, the starting gun in a business innovation race has just been fired: a race where the finish line will likely eventually move from 2050 or so, to 2040. Most racers will need to get to half-way by 2030.
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How to Use Impact Centers to Manage Change in the Public Sector

Like for-profit organizations, public-sector agencies can use impact centers and new ways of working to collaborate, streamline processes, and improve change management.
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Building the Government Workforce of the Future

Many workers are drawn to public service, but to attract, develop, and retain top talent for the digital age, governments need a major HR overhaul.
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The Hidden Potential of Frontline Leaders in the Public Sector

Frontline leaders play a pivotal role in the public sector. By understanding what makes some frontline leaders excel while others languish, organizations can equip public servants to deliver breakout performance.
Deep Expertise, Broad Experience