Managing Director & Senior Partner
Judith Wallenstein leads Boston Consulting Group’s CEO Advisory work globally and in the Europe, Middle East, and South America region. She is a core member of BCG’s Health Care practice, notably serving fast-growing biotech companies. Judith co-leads BCG's Climate & Sustainability Moonshot and led the Social Impact and Sustainability practices in Central and Eastern Europe and the Middle East for two years.
Judith served as a BCG Fellow in 2015, during which time she examined the dynamics of the sharing economy and the future of work and implications on traditional corporations.
Judith’s pharma work centers on research and development, portfolio strategy and management, M&A, and product launch. She has been involved in some of the largest carve-out and divestiture efforts in the industry in recent years. Most of her client work is focused on oncology, vaccines, and rare disease.
Judith joined BCG's Munich office in 2000. She spent 18 months in the Madrid office and 12 months in the New York office as BCG Henderson Institute’s first ambassador in 2005. Her initial career plan had been to become a diplomat before an internship with BCG put her on a different track.
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.
Efforts by companies to transform their business to become truly sustainable will disrupt industries and yield new growth opportunities. But successful transformations won’t be easy.
Corporate decisions makers around the world are increasingly required to assess the risks they face in respect of the environment, social responsibilities, and governance (ESG) – as well as to gauge the opportunities. Through a simple three-step process, they can ensure that the ESG and climate compliance are embedded in the company’s daily activities.
Leaders share their insights on navigating through the crisis.
Many managers have little faith in their employees’ ability to survive the twists and turns of a rapidly evolving economy. “The majority of people in disappearing jobs do not realize what is coming,” the head of strategy at a top German bank recently told us. “My call center workers are neither able nor willing to change.”
While workers around the world are eager to adapt to change, business leaders struggle to prepare for a new workplace, according to research from Harvard Business School and BCG.
The rise of digital labor-sharing platforms may seem like a threat to workers' rights, but new research suggests otherwise. Freelancers—and the companies that hire them—have much to gain in the expanding gig economy.
The economic foundations of sharing are broad. Many other industries could soon face the disruption that hotel chains and taxi fleets have already experienced.
Traditional patterns of ownership and consumer behavior have seemingly been turned upside down by startups, leaving incumbents to ponder a fundamental threat to their businesses.
The sharing economy is real, relevant, and a tangible opportunity rather than a temporary distraction, a passing fad, or a threat.
Top-line growth is an imperative for medtech and biopharma companies. With so much pressure to contain costs, these companies need to find new ways to thrive and grow.