Partner and Director, Technology & Digital Transformation
Jon is a core member of BCG's Technology Advantage practice, and he leads the large project de-risking and recovery business for BCG globally. He is a transformation leader with an extensive track record of shaping and delivering transformation initiatives for his executive clients.
Jon has more than 25 years of experience working in information technology for large organizations across industries such as energy, telecommunications, banking, general insurance, life insurance, and IT companies. He has particularly deep knowledge of the CIO agenda and IT organization performance, as well as modern development and testing practices like agile development, big data technologies, and digital transformation.
Jon has authored numerous publications, including “Big Data’s Five Routes to Value,” “The Age of Digital Ecosystems,” “Large-Scale IT Projects: From Nightmare to Value Creation,” and “Agile Transformation: Rethinking IT strategy.”
Before joining BCG, Jon worked for IBM as the IT strategy lead for financial services.
Digital platforms are fast and efficient—but development often goes wrong. By avoiding the traps that hinder platform development, companies can improve performance and innovation.
At many organizations, problems scaling agile can be traced to problems scaling agile coaching.
DevOps is critical for software-intensive businesses. Here are five principles to ensure that you can attain the necessary velocity.
Our business review approach relies on annual and quarterly business reviews as a framework to balance alignment with autonomy.
In collaboration with his colleagues, Andrew Jennings writes about delivery productivity and how to finally tackle this holy grail (and painful) question through a basket of measures that reflects the underlying value drivers of agile.
Companies that undertake a change in the organization have been smart to embrace agile ways of working in recent years. For the most part, this results in higher frequency of capabilities being deployed.
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For Risk Management Solutions, the move to a cloud-based platform involved big challenges. Company leaders reveal how a hybrid development approach contributed to their success.
Agile is powerful, but it isn’t suitable for every digital project. If the company’s technology architecture isn’t decoupled, or if project dependencies are high, a hybrid approach makes sense.
Moving from a data warehouse to a date lake was a radical change that challenged processes, technology, and company culture. But the benefits have been significant and numerous.
The chances of successfully delivering a large-scale IT project are small for most companies. How can they tip the odds in their favor?