Managing Director & Senior Partner
Kilian Berz leads large client relationships on behalf of BCG and, since joining BCG in 1995, has advised clients across many sectors in North America, Europe, and Asia. He is the chair of the Centre for Canada’s Future, convening leaders from business, government, and the nonprofit sector to address Canada’s biggest challenges. Kilian led BCG’s Canadian offices from 2009 to 2015.
Kilian is cofounder and board member of the LEAP Pecaut Centre for Social Impact. From 2001 to 2016, he chaired the board of a mid-sized German chemical business.
2022 has highlighted how critical food is to us. The planet's population will grow by a quarter by 2050, while at the same time we face the imperative of cutting emissions. As a top global agricultural producer and innovator, Canada has both an opportunity and an obligation to take action.
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.
They’ve been focusing – for good reason – on immediate priorities, but they need to start building the foundation for how they will operate in the new normal.
The COVID-19 crisis has prompted companies in virtually all industries to seek an optimal way to navigate their way through. Financial institutions, in particular, need a strategy to help maximize their level of resiliency and prepare for any macroeconomic and financial scenario.
Cultural transformation is difficult—but not impossible. RBC CEO Dave McKay explains how a shock to the system can deliver change.
Banks need to start acting like digital giants before digital giants act like banks.
Most financial institutions are launching digital initiatives, but too often they don’t have the right people and organization to capture the full potential of their efforts.
If donors and government agencies had data on the impact that nonprofits achieve, they could funnel money and resources to the most effective organizations.
Insurers, banks, and other financial-services organizations need to plan for navigating through a prolonged period of low interest rates.
The so-called Great Recession of the past two years has created unprecedented challenges for retail-banking branch networks. In many markets, regulatory moves are putting pressure on fees, with unfavorable deposit spreads and poor consumer-credit quality compounding the difficulties. Branch-driven revenue growth is becoming harder and harder to achieve. Many banking executives, faced with a deteriorating revenue model and an expensive branch infrastructure, are responding by closing branches and adjusting staffing—while simultaneously looking for ways to improve sales productivity.