Managing Director & Partner, People Strategy & Reskilling Fellow, BCG Henderson Institute, Singapore
Sagar Goel leads Boston Consulting Group’s work in digital reskilling and leadership development. He is currently a fellow at BCG’s global think tank, BCG Henderson Institute, writing and speaking on the topic of skilling ecosystems, and how government, industry, academia, and the workforce must come together to solve the global skills crisis.
He is one of the firm’s experts on skill-building culture and behavior change at scale and speed, especially in the context of data, digital, and agile. He has led several large-scale skilling programs for BCG clients, including the recent work with the Singapore government on a national-level digital reskilling program. Since joining the firm, Sagar has worked with clients in banking, infrastructure, technology, consumer goods, public sector, media, agribusiness, health care, insurance, energy, and industrial goods around the world.
Sagar’s current focus is end-to-end people enablement, talent and skill-building, and change, in the context of large-scale business and digital transformations in both public and private enterprises. He is a senior facilitator for BCG on leadership interventions, and a certified assessor and executive coach. He is also keenly interested in using digital technologies to drive behavior change at scale and is one of the founders of BCG’s behavior change Amethyst App.
Before leaving to earn his MBA, Sagar worked with ZS Associates on data-driven consulting for some of the world’s leading companies.
The successful companies of the future will not only invest in human capital but also track and report progress with the same attention they devote to other assets.
To thrive in the post-pandemic economy, companies must make learning an integral part of their culture and operations.
Good leaders thrive during crises. Instead of pretending to know all the answers, they help their teams navigate uncharted territory together.
There is no doubt that “data and digital” acted as catalysts for disruption in the decade that just ended. The 2010s saw remarkable transformation of organisations both large and small, private and public, as data-driven insight and digital technology transformed the way we work.
In his guest column for The Edge Markets, BCG’s Sagar Goel discusses digital disruption and transformation in the 2020s. He references a BCG survey and report to describe the relationship between the changing market and the need to build new skills to ensure a competitive advantage for Malaysian society and business. Goel emphasizes that “whether organizations are ready or not, the time of digital transformation is now.”
In their guest column for The Jakarta Post, BCG’s Sagar Goel and Ching Fong Ong discuss how to build Indonesia’s workforce to seize value through digital transformation. The authors cite a BCG survey which found that half of Indonesian employees believe their jobs will be affected by technological change. They also outline actions that individuals, organizations, and policymakers can implement to compete in a transforming job market. They emphasize that “success in the 2020s will not be about what you know now, but about how you adapt to learn the skills you require tomorrow.”