Managing Director & Senior Partner; Global Leader, People & Organization Practice; former BCG Fellow
Boston
Allison Bailey is Global leader of Boston Consulting Group’s People & Organization practice. She joined Boston Consulting Group in 1987 and has worked in the firm’s New York, Chicago, Atlanta, London, Milan, and Boston offices. She has worked extensively with clients on issues related to strategy, growth, organization, large-scale transformation, operational improvement, turnaround, M&A, and postmerger integration.
Allison counsels CEOs on setting overall strategic direction, managing through transition, building effective leadership teams, and driving value. Her experience is global and covers industries including media and technology, consumer goods, health care, education, and financial services.
Allison is a former BCG Fellow. The topic of her research was digital education and the potential it holds for primary, secondary, and postsecondary learning. The goal of Allison’s fellowship was to understand how digital forces are shaping our education landscape—creating new winners and losers, changing traditional economics, and offering the power to educate the next generation in fundamentally new ways.
In addition to her research and client experience, Allison has held several internal leadership positions at BCG, including serving as a member of the North America management team and Women@BCG. She also led several efforts to build new practices within the firm, including the Education and Public Sector practices. Prior to joining BCG, she worked for Banker's Trust as an associate in corporate finance and the World Bank (IFC), where she was involved in privatizing organizations in Eastern Europe.
New research from BCG and Harvard Business School's Project on Managing the Future of Work suggests how companies can make the most of new talent models.
Companies compete on their capacity to learn quickly—and building an effective learning ecosystem is essential to gaining advantage in this critical area.
Digital talent platforms have matured, offering on-demand access to highly skilled workers. Given the talent problem posed by demographic changes, rapid automation, and digital transformation (and intensified by COVID-19), many companies are using digital platforms to hire gig workers with the capabilities they require—but in an ad hoc way. Now they need to get strategic about it.
Leaders should be managing remote working conditions amid the uncertainty of today and prepare for and optimize the hybrid working models of tomorrow.
Learn how your company can hold onto the valuable productivity gains made during the pandemic.
What do leaders really need to do—what really needs to change—as they transform their companies to become bionic in the post-COVID world?
Revolutionary tech advances, the changing paradigm of training, and the rise of the bionic company demand radical rethinking of the corporate L&D function.
Assessing which roles are best suited to remote, onsite, or hybrid working models will help establish a long-term ambition for the future of work.
Today’s agile, collaborative, and people-oriented companies will fare better with leadership that shares those same attributes.
Organizations can move out of their state of suspended animation and build a new compact based on trust with their employees.