Managing Director & Partner
Chicago
Gabrielle Novacek is a core member Boston Consulting Group’s Consumer and People & Organization practices and is the former leader of the Marketing, Sales & Pricing practice in North America. In addition, Gabrielle is currently serving as a fellow at the BCG Henderson Institute, where she is working to develop breakthrough solutions to advance diversity, equity, and inclusion (DE&I) in the workplace.
Since joining BCG in 2007, Gabrielle has worked extensively on topics relating to people strategy—organization and operating model design, new ways of working (including Agile@Scale), culture, the advancement of digital capabilities, and change management. While she works in numerous industries, she focuses on these topics in the consumer goods sector.
Gabrielle’s work often sits at the intersection of people topics and large-scale strategic transformation. Her experiences include leading the go-to-market transformation for one of the world's largest food and beverage manufacturers, helping a Fortune 100 company transform its operating model, and realigning the organization of a global consumer packaged goods company against a set of new strategic ambitions. In addition, she has deep expertise in post-merger integration.
Prior to joining BCG, Gabrielle received her PhD with honors from the University of Chicago, where her academic research focused on the archaeology of the Middle East in the fourth millennium B.C. As an archaeologist, Gabrielle’s field work took her to Egypt, Israel, Jordan, Syria, and Turkey.
LGBTQ employees have changed, and companies need to upgrade their HR policies to match. The main challenge? Creating the right working environment.
Companies can’t capture the real value of a diverse workforce until they create an organizational culture that welcomes everyone—truly everyone—to participate.
Digital does not change the principles of organizational design and governance. But because the capabilities and cadence of digital and traditional ways of working can be so different, leaders must approach digital thoughtfully.
Large consumer companies must learn how to balance size with speed to compete with a new breed of smaller competitors.