Managing Director & Senior Partner
Gerry Hansell is a senior member of Boston Consulting Group’s Corporate Finance & Strategy and Industrial Goods practices. He is the global leader for BCG’s growth strategy and value patterns work. Gerry was also a BCG Fellow from 2010 through 2017.
As a fellow, Gerry’s research focused on the value patterns that describe how a company’s starting position at a given time shapes the range and types of strategic moves that are most likely to create value for that company. The common types of value patterns that inform a company’s investment thesis and strategic agenda are defined, not by industry, but by business model economics and investor appeal. Different value patterns show different types of priorities, trade-offs, and risks.
Gerry worked with both corporate leaders and professional investors to explore how the insights from value patterns can be used to drive sustained corporate success and value creation.
At BCG since 1992, Gerry’s consulting has focused on helping clients define and implement strategies for shareholder value creation across a wide range of situations and industries. He works with senior corporate leaders and their key stakeholders—including boards and owners—to create alignment on strategies for competitive success and value creation.
Before joining the firm, Gerry was a financial analyst with Morgan Stanley in New York and Australia, where his work focused on chemical and energy industry M&A.
Corporate leaders have a pivotal role in bridging the divide between institutional sustainability commitments and day-to-day investing practices.
Reversals in total shareholder return (TSR) performance since the start of the year have hit innovation-driven industry sectors such as technology, medical technology, financial infrastructure, and green energy especially hard.
Exactly how the world will reach net zero is unknown, but at a macro level the science and economics define a pretty clear path. Given the magnitude of value at stake during the transition, many leaders are concluding that inaction may be the riskiest strategy of all.
The pandemic’s effects have widened the gap between leaders and laggards in value creation.
The real-world experiences of a business leader who has seen change efforts up close—while serving as CEO, board chair, and director at multiple organizations—point to five key priorities.
Change and uncertainty will surely outlast the current crisis. Companies must continue to build and measure their capacity for innovation and reinvention.
For now, corporate sustainability spending may be curtailed. But investors believe that in the long run, ESG will remain a powerful driver of portfolio performance.
How much impact do CEOs have on their firms? What differentiates top-performing CEOs? New research on the tenures of 7,000 CEOs worldwide reveals how much and how they affected their companies’ performance trajectories.
The rankings provide a valuable frame of reference by indicating which companies and industries entered the COVID-19 crisis with TSR momentum and which did not.
The fight will be long. Businesses and society must plan for multiple scenarios to survive the crisis and emerge stronger.
New competitors are changing how the game is played. Traditional winners must adjust by adopting key strategies of digital natives.