Managing Director & Senior Partner
Michael Grebe is a member of the Technology Advantage practice and the Technology Advantage Operating Committee at Boston Consulting Group. He has deep experience in IT and digital across industries including transforming IT functions into World Class Technology Functions and in assessing the digital maturity of companies using BCG‘s Digital Acceleration Index.
Before joining the firm, Michael trained as a banker, worked as a software developer with an engineering company, completed internships with DG Bank, Frankfurt and Deutsche Bank, London, and conducted several benchmark projects with IBM, Mainz.
Data champions have outperformed laggard peers across major indicators such as revenue growth, sustainability, lead times, and employee attrition—a performance gap that is expected to widen.
Proposals for regulating AI are picking up speed, yet organizational readiness has yet to gain traction. With a responsible approach, companies can ensure compliance—and create value.
The tech team can emerge from the shadows and become an engine of value creation rather than a cost center.
BCG’s latest digital research shows that companies that apply three lessons to scaling AI use cases get a big boost in results from even small investments.
Many of the original architects of digital disruption are slowing down, squeezed between a new class of digital incumbents that are gaining traction and a younger crop of speedy digital innovators. To get back on track, they need a renewed focus on the factors that drove their initial success.
When large companies overinvest in digital capabilities, they dramatically widen the value gap with their more cautious peers, generating an average of 30% more EBIT over three years. What are these outperformers doing right?
Bold transformation is only possible if technology and business create a joint vision for a technology transformation—and then collaborate to make sure all efforts are completely aligned.
Forward-looking companies may want to experiment with the new technologies at work.
The world’s most digitally mature companies use four digital accelerators to drive gains in areas such as operational efficiency, enterprise value, and top-line growth.
Bionic companies use four accelerators to translate strategy into superior outcomes—and market dominance.