Managing Director and Partner, North America Public Sector Practice Lead
Brooke Bollyky is Boston Consulting Group's North America Public Sector Regional Practice Area Lead. She is a longtime leader in the Public Sector practice and the firm's work with the US Federal Government. Brooke has worked across federal government and international organizations, as well as private sector organizations, and has built strong relationships in the Washington community. She is passionate about supporting the growth of women leaders and serves as a leader for the Family@BCG and Women@BCG networks.
Brooke leads end-to-end transformations in the public and private sector that ensure structures, technology, processes, people, and culture are all working to support an organization’s mission and strategy. She specializes in introducing private sector practices into public institutions in a way that fits their specific needs and helps them thrive. She also works closely with BCG’s Center for Digital Government and has led a data transparency and transformation effort at one of the largest US federal agencies to improve performance outcomes. At the core of all of her efforts is a focus on the citizen, and bringing together strategy, technology, and processes to increase access to critical government benefits and services.
Brooke has also led many commercial client engagements, including a post-merger integration and restructuring of an international hotel chain, a customer strategy and digital transformation for a hospitality company, and a leadership transformation at a major bank. Prior to joining BCG, Brooke designed and taught language programs in the linguistics department at Georgetown University and served in the Peace Corps creating and implementing teacher-training programs in the Philippines.
BCG experts discuss the future of work, particularly as it pertains to the seldom-discussed public sector. It's not just about location
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What federal employee engagement will look like in the future , especially as it relates to young workers and diversity, equity, inclusion, and accessibility.
Leaders at federal, state, and local levels can overcome government’s unique obstacles and reap the benefits of achieving their shared-services objectives.
There are two things federal government agency leaders must get right in order to ensure their employees are engaged, motivated, and able to drive progress on the organization’s priorities. If new leaders do both things successfully, they will unleash the power and potential of their workforces.
Organizations can improve their agility and efficiency by making it clear which stakeholders own, veto, influence, and support crucial decisions.
In recent years, the labor market has experienced major talent gaps in technological and digital fields, specifically in government jobs. Upskilling and reskilling programs are key if government agencies hope to improve technological proficiency.
To build for the future, public sector organizations must focus on process, progress, transparency, and—especially—people.
New agency leaders who connect the work their people do with the impact it has on citizens’ lives can motivate their employees, drive progress on critical priorities—and boost overall organizational performance.
Four organizational imperatives will help governments meet constituents’ evolving needs.
To build momentum quickly, new government leaders must identify clear priorities and assemble a team with a strong component of civil servants.