Meldon Wolfgang
Managing Director & Senior Partner
Boston
Mel Wolfgang serves on Boston Consulting Group's Industrial Goods practice leadership team and the North American management team, where he is responsible for all partner human resources and development. He is also the North American co-leader for the firm's change management work and a member of the firm’s People & Organization, Strategy, and Public Sector practices.
Since joining BCG in 1999, Mel has supported a wide range of industrial and technology businesses, as well as public sector agencies, through large-scale transformation agendas. His work has covered issues such as strategy development, growth, due diligence, mergers and acquisitions, post-merger integration, organization design and culture management, cost optimization, pricing, and commercial excellence programs. He has supported BCG’s US presidential transition planning for the past decade.
Mel is a lecturer at the American College of Corporate Directors, where he specializes in training public company board members on business strategy. He is also active in the Boston area in supporting pediatric food allergy research.
Before joining BCG, Mel worked in the marine industry in various roles, including research scientist at MIT and engine room technician aboard an LNG carrier. He also worked in manufacturing and assembly for an oceanographic equipment manufacturer and in the design and construction of small pleasure craft.
Regardless of the election outcome, a large number of new leaders will be taking the helm of agencies across government. Here’s how they can manage their transitions effectively.
Companies should plan now for how they might seize opportunities to establish new platforms in the US defense market.
World class change management of 10 years ago won’t cut it today—here’s why.
Recent hikes in global military budgets present big growth opportunities for defense contractors. But success will require more than new weapons systems.
Putting people in the driver’s seat creates innovative thinking and faster response times that energize change efforts.
The ability to establish a sustainable “risk advantage” will be as important for the companies of the future as creating a competitive advantage is today.
Robots are poised to change the global business landscape. Here are some guidelines that will help your company capitalize on the technology and gain a sustainable edge.
As additive manufacturing takes off, companies along the value chain must determine whether and how to capitalize on the fast-developing AM market.
Industrialized AM will become a reality only if key stakeholders—including materials suppliers, equipment providers, and end users—act now to define their differentiated strategies.
After the election, the incoming president will have only 73 days to lay the groundwork for a successful administration. The experience of four former presidents reveals clear priorities.
