Reinhard Messenböck is a member of the leadership team at Boston Consulting Group’s People & Organization and Operations practice areas. He is the worldwide leader for our work in change management and impact realization, including Smart Simplicity. Reinhard has been focused on cost & efficiency and excellence in support functions for over ten years.

Reinhard is also active within BCG Omnia, the firm’s data and software business unit, and serves as Omnia’s lead, responsible for the Business Transformation Product Suite, including Key and OrgBuilder. 

Reinhard is committed to helping leading organizations rethink the way they work, and has supported the design and implementation of many large-scale transformations. He makes simplification and change management a reality for his clients by ensuring that organizations focus their scope and minimize complicatedness to work as efficiently and effectively as possible. He has worked with clients in a range of industries, including logistics, food technology, mining, health insurance, and financial services. 

Reinhard was named Scientific Director at the Institute for International Strategic Management & Innovations (SMI) at SRH Berlin in 2016. Before joining BCG, he worked for an Australian consulting company specializing in turnarounds of small and medium-sized industrial goods companies across the world.

AREAS OF EXPERTISE

EDUCATION

  • PhD, chemical engineering, Imperial College London
  • MS, chemical engineering, Johannes Kepler University Linz
  • BS, economics, Johannes Kepler University Linz

Publications and Videos

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What Works—and What Doesn’t—in Transformation

Change is harder to implement than ever, but a new analysis highlights why some companies still manage to outperform the competition.
How the Best Set Up Their Program Journey

How the Best Set Up Their Program Journey

Only a third of corporate transformations succeed, but two early decisions can help you buck the odds. A new BCG series, “Transformation Revisited,” shows how.

Monitor and Measure Your Transformation Progress

Companies that track progress against clear, quantified transformation goals—from start to finish—have an edge when it comes to flipping the odds of success in digital transformations.

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The First 100 Days Make or Break Your Transformation

If everything is a priority, nothing is a priority. What do companies focus on in the critical early stages to ensure a successful transformation?

How to Help Your Chief Transformation Officer Win

Corporations need to constantly transform themselves. Our global research on 2,000 transformations confirms that establishing the role of a chief transformation officer (CTO) is a key success factor in this journey. In this LABtalk, you will learn how you and your case team can help CTOs be successful by leveraging BCG’s offering.

Three Characteristics of an Effective Transformation Management Office

An effective TMO meeting is, among other things, focused—it should only include the people who need to be in the room.

The Role and Characteristics of Successful Chief Transformation Officers

CTOs help focus the organization on what really matters while communicating a compelling case for change.

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Learn from the Best in Organizational Transformation

The pandemic is forcing companies to be more sure-footed in their change efforts. Here are insights from those that have succeeded.
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The Elements of a Good Change Management Function

This corporate function does best if it has the right amount of centralization and its role evolves during transformations.
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Remote Work Works—Where Do We Go from Here?

Assessing which roles are best suited to remote, onsite, or hybrid working models will help establish a long-term ambition for the future of work.
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Meetings and Email Are Here to Stay, So Make the Most of Them

High-performing companies make the most of these office mainstays by setting guidelines that help keep things as simple as possible.
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People Priorities in the Ramp-Up and Return to Work

Organizations can move out of their state of suspended animation and build a new compact based on trust with their employees.
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