Managing Director & Partner
Julia Dhar joined Boston Consulting Group in 2009 and is a core member of the People & Organization, Industrial Goods, Public Sector, and Social Impact practices. She founded and leads BCG’s Behavioral Science Lab and the firm’s behavioral science network BeSmart, and is a member of BCG’s global Change Management leadership team. Trained as a behavioral economist, Julia champions the use of behavioral insights to improve product and service design and delivery to make countries and organizations more inclusive, sustainable, and productive. She is deeply involved in the firm's IP development on the Future of Work and co-leads BCG’s work on deskless workers.
Julia is the co-author of "Building Resilient Organizations: Best practices, tools and insights to thrive in ever-changing contexts" published by the Project Management Institute in 2022 and "The Decision-Maker's Playbook" published by the Financial Times in 2019. Her TED talks on productive disagreement and constructive conversations have been viewed more than 8.5 million times.
Julia has advised and implemented transformation strategies across a range of social impact and public sector organizations, including economic development and planning, finance, labor, education, and social welfare. She works with private sector clients to integrate choice architecture and customer insights to improve productivity, performance, employee engagement, and customer experience of organizations in sectors including manufacturing, distribution airlines, energy, technology, and telecommunications.
Before joining the firm, Julia worked as the Private Secretary to the Deputy Prime Minister and Minister of Finance in New Zealand and led a major study to increase private capital for public services at the UK Cabinet Office's Social Investment and Finance Team. Julia is a board member of RefugePoint, one of the leading voices for refugee resettlement and self-reliance.
To nudge consumers toward more sustainable products, companies need to gain a deep understanding of consumer needs and motivations, and then devise strategies to change buying patterns.
Every automaker is preparing for the full transformation to electric, connected cars. Are their operating models, talent pools, ways of working, and corporate culture ready?
Why companies should focus on tasks more than on jobs, how they can train their managers to manage AI, and the importance of ethical thinking and responsible acting.
Change is difficult...because people just don’t like it! Discover the reasons behind change aversion and ways that businesses can realize more successful change efforts.
An economic value proposition can help governments attract talent and investment. To get started, focus on a few critical priorities—and build on your strengths.
The business environment just keeps getting tougher, but transformation is still an imperative. A new survey confirms that five measures can make a big difference in results.
Unmet emotional needs top other reasons why people in location-dependent jobs would leave—needs that employers must address if they are to retain top talent.
Catalytic specialization areas (CSAs) can jump-start and diversify an economy by tapping into current trends—enabling rapid commercial growth with relatively low investment.
Frontline leaders are leaving their jobs in droves. Organizations can attract and retain this group in three ways: (1) Appreciate their contributions to the business (2) Create clear and transparent career pathways, (3) Invest in the skills and technical knowhow to thrive in their jobs.
Saving fuel is everybody’s business, from dispatchers and pilots to cabin crews and passengers.
Senior leaders must hear the full, unvarnished truth from employees. Use simple rules of thumb and checklists to gauge and ensure your organization’s openness to productive dissent.