Managing Director & Senior Partner
Michael Rüßmann is the leader of DigitalBCG and Boston Consulting Group’s Technology Advantage practice, as well as the TMT Technology Sector in Central and Eastern Europe and the Middle East. He is also a member of BCG’s Telecommunications, Media & Technology and Industrial Goods practices.
Since joining BCG, Michael has focused on clients in the telecommunications, software, and high-tech industries, as well as in traditional industries, such as automotive, transportation, logistics, building materials, machinery, and health care. His engagements typically cover defining the digital transformation agenda as well as initiatives on digital innovation, the Internet of Things, Industry 4.0, and digital business-to-business sales. Besides working with private automotive and transportation sector companies, for six years he supported the World Economic Forum on the topics of connected mobility and autonomous vehicles.
Before joining BCG, Michael was a senior manager at Accenture Strategy.
The world’s most digitally mature companies use four digital accelerators to drive gains in areas such as operational efficiency, enterprise value, and top-line growth.
Bionic companies use four accelerators to translate strategy into superior outcomes—and market dominance.
Scaling digital investments more effectively results in organization-wide improvements, which can be measured in earnings, enterprise value, and customer satisfaction.
Bionic companies—those that combine human and technology capabilities—generate about double the earnings and enterprise value of other companies.
To unlock the true value of digital, fashion companies must transform their value chain from planning to shelf.
Digital champions are expanding their lead with investments to enhance technology and IT, build their talent base, and push digital projects—including in AI—to scale.
Big investments, end-user power, preferred platforms, and other trends are forcing industry players at all levels to make changes and choices.
Digitization is poised to transform rail transportation. To remain competitive, operators must get onboard.
Although the performance gap is widening between digital champions and laggards, companies can take steps to mature.
Autonomous vehicles will be an integral part of future urban transportation ecosystems. Boston’s test program offers important insights on planning, implementation, and policymaking.
Digitization is creating a divide in the corporate landscape worldwide. Digital laggards face a profound threat unless they close the gap with digital champions.