Marcos Aguiar
Managing Director & Senior Partner
São Paulo
Marcos Aguiar is a BCG Fellow and a senior member of the Industrial Goods, Metals & Mining, Technology, Media & Telecommunications, People & Organization, Strategy, and Global Advantage practices at Boston Consulting Group. He leads the firm's global work in Brazil insights and agenda-setting.
Since joining BCG in 1999, Marcos has worked with clients across a broad array of industries, including telecommunications, mining, energy, and consumer goods to initiate successful large-scale organizational transformations. He has acquired expertise in insight and agenda-setting for transformations in Brazil. Marcos is an expert in tools for modeling and supporting decision-making, and helping executive teams and boards in the rapid development of strategic agendas.
Prior to joining BCG, Marcos was a senior manager with Arthur D. Little, a lecturer at Fundação Getúlio Vargas, and an executive at an IT systems integration company.
Winning companies use a multifaceted framework to build trust into their ecosystem operations from the very outset.
Estudo avalia densidade digital de companhias que combinam competências de tecnologia e pessoas
New article assesses digital density of companies that combine technology and human capabilities
Western governments planning for the economic rebound should look to the East. Businesses will need to both support government actions and enhance trust for employees, customers, and value chain partners.
By taking bold steps during the country’s long, tough downturn, some underperforming companies emerged even stronger than their leading peers. Here’s how they did it.
The last decade was a turbulent one for Latin America. But these elite companies still achieved above-average growth. Here are the secrets to the multilatinas’ success.
Inevitavelmente, e urgentemente, ajustes precisarão ocorrer, já que a delicada situação econômica da indústria de Telecomunicações hoje no Brasil e o desbalanceamento na divisão do valor que esta indústria gera não permitem mais protelar as mudanças.
Despite Brazil’s economic hardships, opportunities to create value for shareholders can be found. But companies accustomed to easy growth will need to fundamentally recalibrate their approach.
Less than half of the 100 global challengers are companies based in China and India. Other countries, such as the Philippines, are picking up the slack.
To become global leaders, challengers should strengthen current people practices and develop advantages based on ingenuity, R&D, and technology.
