BCG Managing Director & Partner Ib Löfgrén defines the concept of full-potential PMI—a powerful way to help clients deliver value by creating a platform for future growth—and shows how BCG is supporting clients beyond typical benchmarks for traditional PMIs.

Ib Löfgrén has substantial experience leading transformations, post-merger integrations, and other large-scale change programs. He is a member of BCG TURN, the firm’s special corporate transformation and turnaround unit. Ib leads post-merger integration in the Nordics. He also has extensive experience in operating model design, organizational change, operational performance improvement, and mergers and acquisitions.

Ib achieves significant bottom-line impact for his clients, and is one of the lead authors on the ‘Full Potential PMI’ topic, combining transformation and integration methodologies to unlock value of mergers beyond direct synergies.

Through his transformation work, Ib commands the in-depth knowledge and experience of BCG's full Rigorous Program Management (RPM) and reorganization toolbox. His clients represent a broad range of industrial segments and private equity investors.

While at BCG, Ib has worked out of the firm’s offices in Helsinki and Boston.

AREAS OF EXPERTISE

  • Leads BCG's post-merger integration work in the Nordics
  • Full potential PMI
  • Large-scale-change programs
  • Transformation and turnaround
  • Operating model and organization
  • Operational performance improvement
  • M&A and due diligence

EDUCATION

  • MSc, finance, Hanken School of Economics

Publications and Videos

Don’t Settle for Anything Less Than Full-Potential PMI Rectangle

Don’t Settle for Anything Less Than Full-Potential PMI

Transformation initiatives that go beyond the merger synergies of integrating two organizations are crucial to position the new company for outsize performance.

Ib Löfgrén on Lessons From Successful M&A Turnarounds

M&A is tough, especially when it involves an underperforming asset that needs a turnaround. About 40% of all deals require some kind of turnaround. With M&A valuations now at record levels, companies must pay higher prices simply to get a deal done. In this environment, leaders need a highly structured approach to put the odds in their favor.

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How Bold CEOs Succeed at M&A Turnarounds

For leaders with strong transformation experience, a slowing economy can be an opportunity to buy troubled assets at a discount and create value by turning them around.
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Lessons from Eight Successful M&A Turnarounds

When a company buys an underperforming asset, it needs to make improvements and start creating value on day one. These acquirers show how it’s done.
Deep Expertise, Broad Experience