Michael McAdoo
Partner & Director
Montreal
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.
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.
The longer the nation’s many trade disputes drag on, the greater the risk to US farmers that they won’t be able to regain lost share in China and other critical markets.
Even if the US and China reach a deal in their current tariff dispute, the bilateral technology trade relationship is unlikely to return to the old status quo.
