Managing Director & Senior Partner
Since joining Boston Consulting Group in 2002, Eric Wick he has acquired deep expertise advising clients across diverse sectors, including industrial goods, medical technologies, biopharma, consumer goods, real estate, and financial services. He previously led the firm's Corporate Finance & Strategy practice in North America.
Since joining BCG in 2002, he has acquired deep expertise advising clients across diverse sectors, including industrial goods, medical technologies, biopharma, consumer goods, real estate, and financial services.
Eric is passionate about helping ambitious companies through transformative change, simultaneously building winning positions, nurturing a high-performance culture, and delivering sustained and superior total shareholder returns.
Before joining BCG, Eric was an operations director for an Australian online-grocery distributor, an associate with McKinsey, and a special operations officer with the US Navy.
US P&C insurers have performed well compared to their international counterparts. However, outperformance in the current macroeconomic environment demands a laser focus on profitable growth.
Reversals in total shareholder return (TSR) performance since the start of the year have hit innovation-driven industry sectors such as technology, medical technology, financial infrastructure, and green energy especially hard.
Exactly how the world will reach net zero is unknown, but at a macro level the science and economics define a pretty clear path. Given the magnitude of value at stake during the transition, many leaders are concluding that inaction may be the riskiest strategy of all.
A look at the world’s 100 largest stock-listed insurers shows the advantage of having a strong operating model and advanced digital capabilities.
The pandemic’s effects have widened the gap between leaders and laggards in value creation.
To reignite growth and boost returns, insurers need to fundamentally rethink their business and operating models.
The pandemic is pumping the brakes on M&A, but activity will rebound and likely accelerate. Banks should be bold and ready.
The rankings provide a valuable frame of reference by indicating which companies and industries entered the COVID-19 crisis with TSR momentum and which did not.
New competitors are changing how the game is played. Traditional winners must adjust by adopting key strategies of digital natives.
Regulators are loosening some constraints on large banks, creating an opportunity to boost TSR by transforming the business mix. Banks may want to sharpen their M&A skills.
The headline numbers don’t tell the whole story. Explore the rankings to delve deeper into the performance of the world’s leading companies.