Managing Director & Senior Partner
J. Puckett is a core member of Boston Consulting Group’s People & Organization practice and the Global leader of BCG U, the firm's upskilling, reskilling, and talent development offering.
Since joining BCG in 1989, J. has served clients across a wide range of industries and functional areas. He has worked with top management teams in consumer goods, industrial goods, retail, energy, education, airlines, and more.
J. has also worked extensively to help public- and private-sector entities with their strategic, organizational, and operational transformation efforts.
Before joining BCG, J. worked for IBM.
Many American colleges and universities need to pivot strategically if they are to build a resilient future. We offer the University of Tulsa as a case study in how to succeed.
Companies that build advanced continuous-learning organizations can attract and keep the best talent—and create lasting competitive advantage.
While COVID-19 has had adverse effects on K-12 education, it also gives educators the opportunity to create new models of teaching that ensure student success and system resilience.
By investing in the cloud, data, and analytics, institutions can improve student success, operational efficiency, and innovation in research and learning.
Companies compete on their capacity to learn quickly—and building an effective learning ecosystem is essential to gaining advantage in this critical area.
Revolutionary tech advances, the changing paradigm of training, and the rise of the bionic company demand radical rethinking of the corporate L&D function.
A growing global skills mismatch offers tremendous opportunities for institutions and businesses to step up, upskilling and reskilling today’s workforce.
Countries must strive to achieve human-capital development that serves the economies of tomorrow.
It’s not easy to manage or measure teaching performance, but a few pioneering and persevering US public-school districts are getting impressive results.
Technological change is disrupting everything, including the competitiveness of industries and the labor market. Governments must respond and embrace new strategies.
For many children, ECE programs, while worthy, are simply too little, too late. New initiatives should be more comprehensive and more collaborative, with a common goal of ensuring success for children.