Managing Director & Senior Partner
Mike Deimler came to Boston Consulting Group in 1990. From 2005 until 2013, he was the global leader of BCG's Strategy practice, guiding the firm’s considerable investment agenda and training curriculum related to strategy. He has significant experience advising clients on a broad range of classic and emerging strategy topics, including business model innovation, growth strategy, strategies for complex and uncertain environments, and strategies for innovation and intellectual property.
Mike is the principal editor of Own the Future, a 2013 book on the attributes required to win in today's turbulent business environment. In 2005 he coedited the bestselling book The Boston Consulting Group on Strategy, a curated compilation of BCG’s best thinking on strategy topics. Mike is also coauthor of numerous BCG publications.
Mike devotes substantial time to advising nonprofit organizations on strategy and direction. These include Feeding America, the Boy Scouts of America, the Piedmont Park Conservancy, and Opportunity International.
The goalpost hasn’t changed because of the disruptions from COVID-19. Carriers that don’t take action on emissions could have reforms imposed by outside forces.
The “IP truce” declared by Tesla Motors surprised many. BCG’s IP strategic-intent framework illuminates the move and helps other companies chart smarter IP strategies.
To change the game and own the future of a sector, organizations must embody ten critical attributes—according to the editors of BCG’s latest book.
The latest book from BCG offers 50 powerful ideas to help you chart your organization’s path to leadership in an era of turbulence and volatility.
BCG founder Bruce Henderson’s rule, conceived in 1976, still holds valuable lessons for companies in many industries.
In the face of ever-quickening rates of external change, executives need to learn and manage a portfolio of five distinct strategic styles.
In today’s uncertain and changeable world, competitive advantage increasingly depends on agility. Explore BCG’s thinking on adaptive advantage as featured in Harvard Business Review.
An adaptive strategy requires an adaptive organization—one in which there is empowerment and no bias toward consensus and obedience.
The ability to rapidly capture, interpret, and act upon signals gleaned from increasingly rich and dynamic data is a prerequisite in today’s business environment.
Companies that gain adaptive advantage take a dynamic approach to strategy, reshaping themselves through a process of managed evolution to achieve superior outcomes.