Managing Director & Senior Partner
Luke Pototschnik is a core member of the Transform, Consumer, People & Organization, and Operations practices at Boston Consulting Group. He leads BCG's Nashville office as well as zero-based budgeting (ZBB) in North America. Previously, as member of the global leadership team, Luke also led BCG's Transformation practice and BCG TURN in North America. An expert in organization, post-merger integration, and operations, Luke has worked with clients on cost-out and growth reinvestment, restructuring and redesign, consumer growth strategy, due diligence, marketing effectiveness, and supply chain redesign. Before joining the firm, Luke was an aerospace and software engineer with deep experience in manufacturing and commercial software development and deployment.
ZBT can do much more than inject cost discipline—it can help companies maintain their strategic momentum even amid difficult economic conditions.
Aggressive cost cuts may be tempting, but they often leave companies less equipped to compete. Instead, companies should apply an old idea made new: zero-based budgeting.
The best approach to zero-based transformation comes from treating all spending as investment and making the CFO a key strategist for generating value.
The investment category owner is the key to success for any zero-based program. It’s also a proving ground for the next generation of company leaders.
When the dust of your zero-based transformation has settled, how do you ensure that the benefits endure?
The media business operates very differently than it did even a decade ago. Companies need to rethink their operating models and budgeting processes.
Much more must be done to protect these essential and highly vulnerable businesses if we are to prevent extensive economic and social fallout.
Quick and sustainable revenue growth can be a major value driver in transformations. Here's the why, the what, and the how of creating both immediate and lasting revenue impact in a transformation.
Restaurants and traditional-trade stores are an integral part of the region’s economies and will be among its hardest-hit businesses. A coordinated effort by the public and private sectors is needed to sustain them through the crisis and help them rebuild.
Incremental reductions won’t cut it in today’s business environment. CPG companies must fundamentally change the way they manage their supply chain costs.