Partner and Director
David Ritter is a member of Boston Consulting Group’s Technology Advantage; Technology, Media & Telecommunications; and Marketing, Sales & Pricing practices. He advises clients on using technology for competitive advantage, developing effective IT and data strategy, and optimizing IT infrastructure.
Since rejoining BCG in 2012, David has served as an expert technical advisor on a major back-office transformation for a top global financial-services firm and has worked with a number of clients on data strategy and in shaping and building data and analytics capabilities, particularly in terms of technology and people decisions.
In his previous stint at BCG, David worked with numerous Fortune 50 companies on IT strategy, operations, and infrastructure. This included devising a transformational approach to IT infrastructure for a major automotive company and leading the IT infrastructure component of a large postmerger integration in the biotech industry.
Before rejoining BCG, David was chief technology officer at InnoCentive, where he headed design and development of products that enable enterprises to practice collaborative and open innovation. David previously served as CTO for VerticalNet, vice president of engineering for Firefly Creative Company, and director of engineering for Oracle Corporation’s OLAP products division.
Implementing agile ways of working and fractal organization principles can help companies build the resilience to succeed in uncertain times.
Agility at scale can move the needle on cost, speed, and resilience simultaneously.
In collaboration with his colleagues, Andrew Jennings writes about delivery productivity and how to finally tackle this holy grail (and painful) question through a basket of measures that reflects the underlying value drivers of agile.
Read the article on LinkedIn.
Agile boosts companies’ flexibility, adaptability, and ability to deal with change—all qualities they need in a downturn.
Getting optimal results from agile requires a commitment to strategic clarity that is critical yet uncommon.
Companies are investing tens of millions of dollars in agile transformations, but efforts to assess the results can go astray. Some companies have cracked the code—with astonishing results.
More than 400 companies claim to offer an IoT platform today, but most offer partial solutions. In such a crowded market, how can companies select the right IoT platform?
Many companies have high hopes for big data but are developing initiatives and capabilities ad hoc. A new approach can sharpen a big data vision—and help make it a reality.
If agile is failing to deliver results, look to your product owners. More often than not, they are the weak link when agile development stagnates.
To ensure that their digital-innovation efforts deliver maximum value, companies must target the areas of greatest impact and business priority.