Jim Hemerling
Managing Director & Senior Partner
San Francisco - Bay Area
Jim Hemerling is a BCG fellow with a focus on transforming organizations to deliver and sustain breakthrough performance. He is a leader in BCG’s People & Organization and Transformation practices, as well as the firm's behavior and culture topic.
With over 25 years of experience as a senior advisor, Jim has widespread experience leading large scale transformation programs and cultivating high performing cultures. His work goes beyond short term results to bring holistic, sustainable performance to organizations. Jim's approach to transformation—putting people first—focuses on energizing and empowering employees while enabling leaders to be both directive and inclusive. Jim's experience includes working with clients around the world in technology, consumer, financial, and manufacturing industries.
Jim has co-authored numerous publications on transformation, organization effectiveness, and culture including: TRANSFORMATION: Delivering and Sustaining Breakthrough Performance and Globality: Competing with Everyone from Everywhere for Everything. His work has been featured in Bloomberg, Businessweek, Fortune, Forbes, the Economist, Manager Magazine, and on CNBC.
Nearly all nonprofits are being impacted by the COVID-19 crisis. How should they respond?
Amid rising discontent, Purpose 2.0 can help tech companies rediscover their footing, regain public confidence, and reinvigorate their performance.
Transformation in the digital era is always-on—and never easy. This holistic and human-centric approach enables organizations to succeed today and thrive tomorrow.
Changing how people work can be the biggest challenge.
In an era of perpetual disruption, companies face an urgent need to transform, yet most large initiatives fail. A new study identifies the factors that lead to higher success rates.
Purpose can be powerful—but only if it’s authentic. A four-step approach helps organizations move beyond superficial statements to activate and embed lasting purpose.
Companies can generate sustainable gains using a structured approach that includes a comprehensive definition of capabilities, critical practices, and explicit support from leaders.
Cultural differences spring from behaviors as well as from values. Leaders who address these differences seriously and promptly are more likely to achieve a successful merger.
Across virtually all industries, unprecedented disruption and market turbulence are requiring organizations to launch more frequent transformations in response.
