Ensuring that people possess the skill sets needed to tackle the emerging challenges in the workplace demands new and more sophisticated solutions for people and talent management in the public sector, explains BCG's Danny Werfel. Among these is workforce planning, the director says, which identifies the skill gaps now and in the future to ensure that a dynamic rather than static HR plan can be devised.

Daniel Werfel leads the Public Sector practice in North America at The Boston Consulting Group. He joined BCG in 2014, and focuses on all aspects of organizational change, including human capital, risk management, IT modernization, and business process improvements. As part of BCG’s public-sector team, Danny works with government agencies worldwide on finances, service delivery, transformation plans, and risk-assessment initiatives. 

Before joining BCG, Danny worked at the US Internal Revenue Service. He was personally selected by President Barack Obama and Secretary of the Treasury Jack Lew to serve as acting commissioner in the wake of the agency’s organizational crisis. Before that appointment, Danny worked for the US Office of Management and Budget, first as deputy controller and then as federal controller.

AREAS OF EXPERTISE

EDUCATION

  • JD, University of North Carolina
  • MPP, Duke University
  • BS, Cornell University

Publications and Videos

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Envisioning the Government Workforce of the Future

In recent years, the labor market has experienced major talent gaps in technological and digital fields, specifically in government jobs. Upskilling and reskilling programs are key if government agencies hope to improve technological proficiency.
How Purpose Can Empower Those in Public Service

How Purpose Can Empower Those in Public Service

New agency leaders who connect the work their people do with the impact it has on citizens’ lives can motivate their employees, drive progress on critical priorities—and boost overall organizational performance.
How Agency Heads Can Make the First 100 Days Count

How Agency Heads Can Make the First 100 Days Count

To build momentum quickly, new government leaders must identify clear priorities and assemble a team with a strong component of civil servants.
Getting Smart as a New US Agency Leader

Getting Smart as a New US Agency Leader

The US presidential transition has shifted into high gear. Here’s how incoming political appointees can gain deep insights into the vast organizations they will be heading.
Gearing Up for Day One of the New Term

Gearing Up for Day One of the New Term

New leaders will be taking the helm of agencies across Washington, DC, early next year. Here’s how they can manage their transitions effectively.
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Start Reimagining Government Now

COVID-19 has massive implications for governments, including increased demand for public services and the need to improve resilience. To adapt, leaders must rethink governments’ roles and processes.
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Stimulus Offers a Rare Chance for Defense Agencies to Buy Better

Defense agencies receiving a surge in COVID-19 stimulus funds must urgently adopt new patterns of procurement.
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Beyond the beltway: How Federal leaders Can Engage Employees Working Across the Nation

85 percent of federal employees live and work outside the nation’s capital. With much of the responsibility for delivering on the missions of our government falling on employees working away from Washington, it’s critical that federal leaders master how to keep such a dispersed workforce satisfied and committed in their work.
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A Prescription for Better Performance: Engaging Employees at VA Medical Centers

How does employee engagement affect agency performance in the federal government? That’s what the Partnership for Public Service and Boston Consulting Group set out to understand in our latest issue brief, “A Prescription for Better Performance: Engaging Employees at VA Medical Centers.” Our analysis of data over a three-year period from nearly 150 medical centers operated by the Department of Veterans Affairs found that centers with stronger employee engagement had higher patient satisfaction, better call center performance and lower turnover among registered nurses.
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Four Steps to High-Impact Strategic Planning in Government

Now, more than ever, government needs a strategy. Unfortunately the public sector struggles mightily when it comes to strategic planning and execution. Action in four areas can remedy that.

Innovation in Defense: New Horizons on the Defense Agenda

Innovation should be at the top of the defense agenda. Significant changes have taken place not only in the national and international security context, from cold war military postures to a much more complex and less predictable security situation.
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Why Startups Don’t Bid on Government Contracts

Startups are revolutionizing nearly every segment of the US economy. To partner with more of these companies, the government must communicate with them more effectively and modify its approach to contracting.
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