Jeanne Bickford
Managing Director & Senior Partner, New York Office Leader
New York
Jeanne Kwong Bickford is a core member of the Financial Institutions and People & Organization practices at Boston Consulting Group.
Since joining BCG in 2001, Jeanne has advised clients on a range of issues, concentrating on large scale strategic change and transformation programs, including operating model and organization redesign, complex regulatory remediation, and turnarounds.
Jeanne is a member of BCG's Financial Institutions North American management team, with specific expertise in non-financial risk management, including compliance. Jeanne's functional specialty is in change management. She co-founded BCG's Change Enablement Center, focusing on rigorous portfolio and program management for large scale transformation and change efforts, and regularly partners with the Project Management Institute and the Brightline Initiative on the topic of bridging the gap between strategy design and strategy delivery.
Among her management responsibilities, Jeanne currently serves as the Managing Partner of New York, one of the largest BCG offices in the world. Prior to her office leadership role, she founded and led BCG’s Asian Diversity Network, whose mission is to support staff of East and South Asian descent to be successful at all levels of the organization, and was a member of BCG’s North American Diversity & Inclusion Council.
Prior to joining the firm, Jeanne was a senior analyst at Cornerstone Research, an economic and financial consulting firm specializing in business litigation. She worked extensively in the financial institutions and antitrust practices. During her time there, she was involved in a precedent-setting court trial concerning the savings and loan industry bailout.
Adopting agile requires adapting risk management to the new ways of working.
BCG Platinion has developed the Financial Sector Cybersecurity Framework Profile, which harmonizes and consolidates regulatory requirements. The profile improves cybersecurity while significantly reducing compliance costs.
"No battle plan ever survives contact with the enemy," claimed Helmuth von Moltke the Elder in the 19th century. The same holds true for change management, where few plans remain unaltered during implementation. Companies often fail to anticipate and react to the full range of pitfalls that can harm their change programs. That’s one reason why 50% of straightforward change efforts and 75% of more complex ones are considered failures.
This report, written by Boston Consulting Group (BCG), outlines ways to improve the maturity of BRM processes. Read more about this on PMI.
A new BCG benchmark reveals five ways in which leading banks are reinventing operational risk management to protect themselves against a rapidly changing risk environment.
A survey of project management practitioners identified the three highest priorities for companies that aim to excel in today’s complex business environment: strong change processes, sponsorship and support from leaders, and an enabling culture.
To maximize the return on their investments in regulatory compliance, banks must take strong steps to embed a culture of compliance throughout the entire organization.
Read more in PMI's in-depth report.
As companies adapt to an increasingly complex world, effectively positioned and supported project or program management offices can help significantly improve the implementation of strategic initiatives.
The so-called Great Recession of the past two years has created unprecedented challenges for retail-banking branch networks. In many markets, regulatory moves are putting pressure on fees, with unfavorable deposit spreads and poor consumer-credit quality compounding the difficulties. Branch-driven revenue growth is becoming harder and harder to achieve. Many banking executives, faced with a deteriorating revenue model and an expensive branch infrastructure, are responding by closing branches and adjusting staffing—while simultaneously looking for ways to improve sales productivity.
