Managing Director & Partner
Peter Hildebrandt is a core member of the Technology Advantage; Financial Institutions; Technology, Media, & Telecommunications; and Operations practices at Boston Consulting Group. Peter leads the Agile topic for BCG in North America and has strong experience in process optimization, robotics, Agile at Scale, and Lean.
Peter focuses on helping organizations change their ways of working and their decision-making paradigms to become faster, nimbler, and more responsive by leveraging Agile principles and approaches. He is interested in applying Agile principles across industries and functional areas, from financial services to industrial goods and from consumer goods to the public sector in areas as diverse as finance, HR, call centers, back office operations, and even large capital projects.
Before joining the firm, Peter was a Research Scholar in Computer Science at University of California Berkeley.
Survey questions reveal three key findings that can help transform companies into truly agile workplaces.
Agile operating principles can improve the customer experience while lowering costs and reducing resolution time.
Agile’s reach is broadening inside companies, but vendors are often left outside the new processes. A five-pronged approach allows agile and outsourcing to fuel each other—and expand the rewards.
Agility at scale can move the needle on cost, speed, and resilience simultaneously.
IT needs to get out of the back office and come back in-house to keep up with digital change and attract modern talent.
Companies are investing tens of millions of dollars in agile transformations, but efforts to assess the results can go astray. Some companies have cracked the code—with astonishing results.
Companies often assume they must choose one model, but they can reap the rewards of both.
More big companies undertake portfolio transformation at some point than many people realize, and success rates are high—better than 50%.
To successfully navigate a digital transformation—and fend off digital attackers—companies must focus on three objectives: gaining speed, scaling rapidly, and delivering superior value.
If agile is failing to deliver results, look to your product owners. More often than not, they are the weak link when agile development stagnates.