Featured Content

Exploration and experimentation are critical to drive meaningful change and deliver material outcomes.

Sesh Iyer
Managing Director & Senior Partner; North America Cochair, BCG X
Washington, DC

Sesh Iyer is the North America regional cochair for BCG X, Boston Consulting Group’s tech build and design unit. He is a member of BCG’s Technology and Digital Advantage; Technology, Media & Telecommunications; and Energy practice areas. Sesh also leads the firm’s work in the Americas in lean services and operations in technology and IT, cloud computing, and the firm's work with the IT Capability Maturity Framework (IT-CMF). He is a member of BCG's Big Data and Advanced Analytics advisory board.

Since joining BCG in 2008, Sesh’s client work has focused on the high tech, IT services, energy, and financial services sectors. He has worked extensively in North America, Europe, and Asia, helping clients transform their businesses and their IT functions. His expertise spans a wide range of topics, including business strategies, large-scale technology-enabled change, and competitive advantage through the use of technology and data.

Sesh anchors on bringing people together into high performance teams to deliver material and long-lasting impact to BCG's clients. He believes in the art of exploration and the science of experimentation to translate ideas into real outcomes.

Prior to joining BCG, he worked at Motorola, Accenture, the Software Engineering Institute, and two startup firms.

AREAS OF EXPERTISE

EDUCATION

  • MBA, Northwestern University Kellogg School of Management
  • Masters in Software Engineering, School of Computer Science, Carnegie Mellon University
  • BE, Electrical Engineering, University of Mysore

HONORS AND AWARDS

  • Malcolm Baldrige Board of Examiners, National Institute of Standards and Technology (NIST)
  • CMMI product development team, Software Engineering Institute, Department of Defense
  • Dean's Alumni Advisory Board, School of Computer Science, Carnegie Mellon University

Publications and Videos

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Competing in the Digital Era with the Flywheel Operating Model

Here’s what it takes for businesses to achieve innovation at speed and scale.
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Don’t Manage Your Digital Platform Like a Shared Service

Digital platforms are fast and efficient—but development often goes wrong. By avoiding the traps that hinder platform development, companies can improve performance and innovation.
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Web3 Opens New Paths to Customer Loyalty

Customer engagement in loyalty programs has been stagnant for years. Web3 supports offerings, like nonfungible tokens (NFTs), that get customers more engaged—and companies creating more revenue.
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The $12 Billion Opportunity in HR Technology

A flood of new solutions is vying to help companies manage their workforce. In this crowded market, players can pursue three strategies to win share.
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Practicalities of Scaling Agile: Measuring Delivery Productivity in Agile

In collaboration with his colleagues, Andrew Jennings writes about delivery productivity and how to finally tackle this holy grail (and painful) question through a basket of measures that reflects the underlying value drivers of agile.
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Seven Forces Reshaping Enterprise Software

Big investments, end-user power, preferred platforms, and other trends are forcing industry players at all levels to make changes and choices.
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Rolling Out Augmented Reality in the Field

AR can help entry-level technicians work as quickly as old pros. But getting to that point takes planning.
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Taking the Risk Out of Digital Projects

Agile is powerful, but it isn’t suitable for every digital project. If the company’s technology architecture isn’t decoupled, or if project dependencies are high, a hybrid approach makes sense.
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Changing the Game with a Data Lake: An Interview with Centrica’s David Cooper and Daljit Rehal

Moving from a data warehouse to a date lake was a radical change that challenged processes, technology, and company culture. But the benefits have been significant and numerous.
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Large-Scale IT Projects: From Nightmare to Value Creation

The chances of successfully delivering a large-scale IT project are small for most companies. How can they tip the odds in their favor?
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