Managing Director & Senior Partner; Global Leader, BCG Transform Practice
Tuukka Seppä leads Boston Consulting Group's BCG Transform practice globally. Previously he was the leader of BCG in the Nordic countries overall, where BCG is today the market-leading premium management consultancy. He was part of the founding team of BCG's Transformation and TURN unit, leading its growth in Europe. He has also worked in the firm's offices on the US West Coast.
During his more than 20 years with the firm, Tuukka has worked with leading US and European companies, focusing on significant change initiatives driven by CEOs, executive management, and boards of directors.
He specializes in transformation and large-scale-change programs where the aim is to fundamentally alter the performance trajectory of a company by addressing multiple levers, such as corporate transformation programs, reorganizations, performance improvement, turnaround, large-scale M&A, post-merger integration and strategy resetting.
Most company efforts to reduce expenses fail. Four challenges block the way: two reflecting what costs get cut, and two related to how value is delivered.
When it comes to sustainability, senior leaders are shifting from ambition to execution—and that’s the hard part. Companies know they need to decarbonize and improve sustainability across their value chains, but often they struggle to translate that ambition into results.
By adding a systematic approach to a process often driven by instinct, boards can ensure that they select the right leader at the right time.
When a company buys an underperforming asset, it needs to make improvements and start creating value on day one. These acquirers show how it’s done.
The world-famous power tool maker reorganized, refocused its product lines, and revved up its margins, achieving a remarkable turnaround with record results.
Following the 2008 financial crisis, Danske Bank launched a dramatic comeback with a campaign to boost margin, streamline operations, and win customers with digital services.
These value creation stars ranked in the top quartile of value creation after a turnaround. Although they took different paths, all followed three core principles.
After a near-brush with bankruptcy, this beer maker parlayed a strategic acquisition into a well-devised corporate repositioning for rapid growth and expansion into new markets.
Digital decimated the paper industry worldwide. These two century-old companies rebounded by shifting to packaging—one via M&A, the other by revamping its portfolio.
Faced with new competition in its home market, the Australian airline protected its turf by upgrading its fleet, launching new routes, and investing in digital to improve the customer experience.
Hit by regulatory changes and low public spending, the Spanish infrastructure company recovered by paying down debt, restructuring, and moving into high-growth countries.