Grant Freeland
Managing Director & Senior Partner
Boston
Grant Freeland has been with The Boston Consulting Group since 1989, when he joined the Melbourne office. He has been the Managing Partner of the Boston office, and the Global Leader for BCG’s People and Organization Practice.
Grant’s client work focuses on larger organizational transformations. This includes organizational redesigns, post merger integrations, creating Agile organizations, corporate restructurings, culture change, and leadership team effectiveness. Over the past three decades, Grant has become an expert in both the hard and soft sides of driving change. In addition to broad change efforts, he has worked with HR functions on both their overall people strategy and HR operations.
In addition to focusing on organizational issues, Grant works directly with clients on a broad range of business issues such as strategy, digital programs, new business development, operational reengineering, and acquisitions and divestitures.
Grant transferred to BCG’s Boston office in 1993. Before joining the firm, he was a marketing communications manager for Hewlett-Packard. Grant is currently on the faculty of the Harvard Kennedy School where he teaches organizational transformation.
The COVID-19 pandemic proves the need to permanently integrate data, technology, and human sensibilities.
Instead of being “all business,” try engaging with people on a personal level first, writes BCG’s Grant Freeland on Forbes.com.
Even highly regulated and rigid industries can benefit from new ways of working.
Vincent Forlenza, CEO of BD, has navigated multibillion-dollar acquisitions while driving a full-scale organizational transformation. BD’s success, amid enormous change, hinges on its purpose-driven culture.
Leaders who observe five lessons keep transformations on track.
Agile is hard—really hard. But when companies don’t commit to planning and execution, they risk falling into one of several known traps.
Digital transformation requires not just technology but new ways of working. For many companies, the scarcest resource is not technological know-how. It’s leadership.
A new growth strategy is only as good as the people and organizational practices that support it. Here are five secrets that leaders can use to promote the cooperation and behavior that new growth initiatives require.
These six leaders favor fluid decision making. They impart a directional vision for their organizations to follow. Finally, they embrace complexity rather than wish it away.
Today’s chief executives will ultimately be judged on how well they lead their companies through the two-speed world. Seven CEOs discuss how they do it.
