Andrew Dyer joined Boston Consulting Group in 1994 and has held numerous global and regional leadership roles at the firm, including global leader of the firm's client learning and enablement initiative, member of the executive committee, and global leader of the People & Organization practice. He is currently a member of the election committee and the firm’s investment office. Andrew is a BCG Fellow, as of 2017, applying his expertise in enablement to develop a way of looking at the future of corporate talent development in the digital age.
Andrew works with some of the world’s most ambitious and successful business leaders to drive digital transformation and create change both in terms of people and technology. Andrew’s work is based on his belief that the digital age requires a learning organization, and that means building the mindsets, knowledge, skills, and behaviors that are critical to success; and this must be done in conjunction with technology.
Andrew’s areas of expertise include strategy, organization design, and large-scale change management, especially in the financial and other service sectors. He was also the driving force behind BCG's research into Pathways to Accountable, Engaged, and Effective Organizations, ensuring its broader application across client work, especially in financial services companies.
During his time with the firm, Andrew has lived in three different countries and worked with clients in more than seven, including companies from across Asia-Pacific, the UK, and North America. He has worked with clients in banking (retail and investment), insurance (life and general), telecommunications, health insurance, and consumer goods.
Companies that build advanced continuous-learning organizations can attract and keep the best talent—and create lasting competitive advantage.
Companies compete on their capacity to learn quickly—and building an effective learning ecosystem is essential to gaining advantage in this critical area.
Revolutionary tech advances, the changing paradigm of training, and the rise of the bionic company demand radical rethinking of the corporate L&D function.
The cognitive scientist believes that in the digital age, company-supported lifelong learning is critical for companies, executives, and workers alike.
When enterprises and employees agree to collaborate to develop and deploy digital skills, the workplace can be transformed, without repeating the mistakes of the Industrial Revolution.
The construction industry is changing as robots’ capabilities on the work site continue to advance. Companies must begin positioning themselves for this transformation now.
Digital might sometimes seem like an enemy in the workplace, but you can make it an ally as you build an enterprise-wide learning ecosystem.
Real life isn’t simple; rather, it’s complex and even messy. The same is true for business. Avoid watchwords like focus, streamline, and lean. Develop a truly diverse organization.
In a fast-changing world, CEOs need to build or strengthen their companies’ capabilities to win, and they must do so in an enduring way.
Today’s chief executives will ultimately be judged on how well they lead their companies through the two-speed world. Seven CEOs discuss how they do it.
Looking to fundamentally alter the trajectory of your company? Chief executives share their insights on how they successfully effected transformative change to turn around a global organization.