Managing Director & Senior Partner; Chief Risk Officer
Adam Farber is BCG’s Chief Risk Officer and a member of BCG’s Operating Committee and Operations Leadership team. He previously served as Chair of BCG’s Industry Practices and Global Leader of BCG’s Health Care business.
As CRO, Adam is responsible for identification of key risks to BCG and ensuring appropriate management strategies, policies and employee engagement models are in place to strengthen our business and provide confidence to our clients. He also leads the internal Risk Management function, BCG’s Cyber and Physical Security teams, co-leads the Information Security group and oversees global Data Management/Data Privacy efforts.
Since joining BCG in 1998, Adam’s client work has focused on healthcare, especially in biopharma, medical technology and devices, and health care services. He has led and served as a member of various global client teams based in the U.S., Asia, and Europe. His work has covered strategy, operations, and people and organization topics, including corporate and divisional strategy, analytics strategy for business acceleration, business and operating model transformation, manufacturing and supply chain strategy, performance optimization, post-merger integration, and private-equity due diligence.
Prior to joining BCG, Adam worked at the management consultancy Lochridge & Company. Adam holds a Bachelor of Arts, Magna Cum Laude, from Dartmouth College and an MBA with concentration in Finance from The Wharton School of the University of Pennsylvania.
What challenges does the future hold for a fast-evolving sector that has undergone decades of change in the past 18 months?
Three strategies for fighting the coronavirus and restarting economies have emerged. The most popular one is the most unstable.
In their response to COVID-19, pharma and medtech companies have been true to their purpose. They now face questions that go beyond addressing the virus itself.
Traditional leadership models are out of date. It’s time to do things differently.
To succeed in both high- and low-growth markets, companies must rethink every aspect of their operations, BCG contends in a report published jointly with Knowledge@Wharton.
Lean practices have much to offer biopharma—but realizing those benefits hinges on proper implementation. The keys are an incremental approach and engagement of frontline staff.
In a downturn, well-executed lean programs can cut production cycle times and quality costs by half—and quick wins can deliver much of these savings.