Mikko Nieminen
Managing Director & Partner
Helsinki
Mikko Nieminen joined The Boston Consulting Group in 2002 after interning at the firm in the summer of 2001. In 2006, he spent a year in BCG's Boston office as a participant of the firm’s Ambassador program. Mikko is a core member of the Industrial Goods, Corporate Development, People & Organization, and Operations practices. He is also an expert with BCG TURN, which helps clients deliver rapid, visible performance improvements in the short term while strengthening their organizations and positioning them to win in the future.
The majority of Mikko's work has been in engineered products, industrial services, and pulp and paper. In addition, he works actively with clients from the private equity sector. His 100-plus client assignments have included portfolio and business unit strategy, M&A, reorganizations, turnarounds, as well as commercial excellence—typically within the context of large-scale change.
Prior to joining the firm, Mikko worked as a program manager for Ericsson and in corporate strategy at Nokia. He is fluent in English as well as his native Finnish.
Companies from all Nordic countries have outperformed global peers during the crisis brought on by the pandemic, but not equally. Our analysis reveals that Finnish companies systematically underperform their Nordic peers in all industries except energy.
In this article, we assess the efficacy of these approaches, relying upon an in-depth analysis of the impact of the COVID-19 crisis on Total Shareholder Returns (TSR). We identify global industry patterns and evaluate how Nordic companies perform compared to their industry peers and share five steps that are necessary for companies to come out stronger.
These technology initiatives can help companies generate fast, sustainable gains without the need for a full-scale transformation.
The world-famous power tool maker reorganized, refocused its product lines, and revved up its margins, achieving a remarkable turnaround with record results.
Following the 2008 financial crisis, Danske Bank launched a dramatic comeback with a campaign to boost margin, streamline operations, and win customers with digital services.
These value creation stars ranked in the top quartile of value creation after a turnaround. Although they took different paths, all followed three core principles.
