Managing Director & Partner
Sam Farley joined Boston Consulting Group in 2011. He has worked in both the Los Angeles and Melbourne offices. Sam is a core member of the Technology, Media & Telecommunications practice working mainly with clients in the technology, automotive, aerospace, and consumer industries. He focuses on transactions for private and strategic buyers, growth strategy, and operational improvement, including due diligence for corporate clients, post-merger integration, strategy, shareholder value, and activist response.
Sam is the firm's global lead for strategic planning, and the Australia and New Zealand head for tech capital. He is also currently serving as the office leader for Melbourne. Prior to joining BCG, Sam worked for Porsche Consulting, where he was responsible for creating and implementing lean production and product development in the software and aerospace industries. Before that he worked as an aerospace engineer and project leader, leading numerical simulation of aircraft structures.
Markets are rewarding green companies, with many sustainable businesses receiving higher valuations. But the path to being “green” is not necessarily easy. BCG has identified a series of frameworks businesses can use to evaluate green investments.
There is significant uncertainty in how technology, economics and politics will evolve over the coming decades. For most companies in hard-to-abate sectors, this means plotting a clear and certain path to net zero isn’t possible as they rely on technology that has not yet been proven commercially. However, a lack of a clear roadmap shouldn’t prevent companies from acting now.
In the current uncertain business environment, innovation has become a top concern for business leaders globally, and it continues to grow in importance. To that end, BCG’s Most Innovative Companies survey identifies New Zealand’s best innovators and explores how innovation can transform businesses.
Our third survey suggests that IT buyers are moving away from investing in remote work to focus on other critical initiatives, such as risk management and digital transformation.
In this pandemic year, leaders who embrace bold vision-setting, backstopped by robust analysis, can create a once-in-a-career opportunity to change the trajectory of their organizations.
Early movers can experiment, while companies that wait have dwindling options.
The odds are long, but the payoff is big when companies successfully navigate major shifts driven by technology, consumers, or regulation.