Diana Dosik
Partner
New York
Diana Dosik is a partner in the BCG Henderson Institute (2015-2016), supporting the research of BCG Fellows. She joined the firm’s New York office as a summer associate in 2005, starting full-time in fall 2006.
Diana has done significant work in organizational behavior and culture change, most recently in the health care space. Case examples include behavior change and reorganization at a leading health care company, developing innovative partnerships for the R&D division of a large pharmaceutical company, redesigning a large function for a New York financial institution, reimagining the marketing and promotion capability of a top music conglomerate, and creating a structural reorganization and business attraction strategy for the city of Newark, New Jersey.
Diana graduated Phi Beta Kappa from Yale University with a BA in the history of science and medicine. She also holds an MBA from Harvard Business School.
What do leaders really need to do—what really needs to change—as they transform their companies to become bionic in the post-COVID world?
Today’s agile, collaborative, and people-oriented companies will fare better with leadership that shares those same attributes.
Five ways that work and life will change as necessity forces us to adopt different behavioral patterns.
As change accelerates, most companies are not keeping up. Leaders need to understand the key drivers of change and redesign their organizations with a focus on six core attributes.
Change programs have become more prevalent and complex, but the results are often disappointing. Enter the Change Delta, a versatile approach based on the principles of Smart Simplicity.
Some of the world’s biggest and best-known companies are failing to sufficiently engage their employees—especially senior-level women. What can business leaders do to win the loyalty of their most promising female employees?
Companies can generate sustainable gains using a structured approach that includes a comprehensive definition of capabilities, critical practices, and explicit support from leaders.
Despite general challenges to productivity in biopharma R&D, a few companies continue to excel. The key is their superior organizational effectiveness, which enhances cooperative behavior among R&D staff.
