Michael McAdoo
Partner & Director
Montréal
Michael returned to Boston Consulting Group in 2017. He is a core member of the firm’s Global Advantage practice and a member of the Industrial Goods practice.
For more than 25 years, Michael has worked at the nexus of corporate strategy, public policy, and international geopolitics. He has been a member of the senior staff of the prime minister of a G7 country; a BCG principal; and a C-suite executive responsible for strategy, international trade, and international business development. He has successfully resolved trade disputes and/or market access barriers in the US, the EU, Russia, China, and Brazil. He has lived and worked in all three NAFTA countries, including running a Mexican manufacturing site with 225 unionized employees.
Michael began his career as a staffer in the Parliament of Canada, where he rose to become executive assistant to the prime minister. In this role, he participated in trade and diplomatic missions to 22 countries. He first joined BCG in 1995, working in the Toronto and Monterrey offices, and serving clients primarily in manufacturing. In 2001, he became a senior executive of Bombardier Inc., where he held leadership and C-suite roles in strategy, operations, international trade, and industrial services.
Michael is also fluent in French and Spanish.
The new administration will fight to advance and protect US economic interests—but America will no longer go it alone.
Were the world’s biggest trading relationship to unwind, US companies would have more to lose than Chinese firms in terms of revenue and access to critical supplies.
Compared to a future of rising protectionism, fair trade would lead to gains of $2 trillion in global GDP annually, through 2025—and much faster economic recovery from COVID-19.
企業はパンデミックにより露呈した構造的問題に対処するため、グローバル生産・供給ネットワークを再考し、レジリエンスを高める必要があります――たとえ、それがコスト増につながるとしても。
To address flaws exposed by the pandemic, companies should accelerate efforts to revamp their worldwide manufacturing and sourcing networks—even if that means extra cost.
Even when the global economy fully recovers, the international trade landscape will look dramatically different in the years ahead than it did before the pandemic.
Plans to tax CO2 emissions that are attributed to imports would hike costs for EU trade partners and redefine competitive advantage in many industries.
The US−China trade deal leaves in place tariffs that add $31 billion in costs for US retailers. But there are ways to mitigate the hit.
Shifting tariffs grab the headlines, but the rise of Southeast Asia and differences in worker productivity are also altering the cost equation for global manufacturing.
Here’s what’s been happening to automotive supply chains in China—in Hubei province, in particular—and how companies can respond to this and future global challenges.
