Tom Reichert
Managing Director & Senior Partner; Global Leader, DigitalBCG; Chair of the Practice Areas
New York
Managing Director & Senior Partner; Global Leader, DigitalBCG; Chair of the Practice Areas
New York
Tom Reichert is the global leader of DigitalBCG at Boston Consulting Group, chair of the practice areas, and a member of the firm's Executive Committee. In his role as chair of global practices, he also oversees BCG's large-scale change initiatives: transformation, enablement, and postmerger integration. Tom is a member of the firm's Operating Committee, and he also chairs the board of BCG Digital Ventures.
Tom previously served as BCG’s chair of North America, overseeing operations in the United States, Canada, and Mexico. He was also global leader of BCG's Technology Advantage practice, having led the practice in the Americas and the Operations and IT banking segments worldwide.
Since joining BCG in 1995, he has worked extensively in Europe, Australia, and Asia, helping clients transform their businesses and IT functions. His expertise spans a wide range of topics, including business strategies, large-scale change, and risk management.
Tom played a key role as a lead instructor for Digital Transformation, an online course developed by BCG in partnership with the University of Virginia Darden School of Business. The course, available on Coursera.org, enables students to examine the pace of digital change and the imperative it creates for businesses.
In 2014, Consulting magazine named him one of the industry's top 25 most influential consultants in the leadership category. Prior to joining BCG, Tom was acting CIO at BT Financial Australia/New Zealand and was a relationship manager for small to medium-sized companies for Dresdner Bank in Germany.
Some companies will shape the future after COVID-19. They’ll use machine learning to turn massive amounts of raw information into “golden” decisions.
Consumer preferences are changing rapidly, outpacing companies’ traditional abilities to track and respond to trends. Data and AI can provide new eyes and ears.
Companies must use AI not only to cut costs but also to generate more revenue by improving forecasting and making decisions in real time.
CEOs should respond proactively, act decisively, and provide a clear agenda. Focusing on five priorities now is key.
The potential is enormous, but startups in new technologies require a collective effort from all participants in the ecosystem to realize the opportunities.
The complexity of this crisis can be paralyzing. But by approaching it methodically and with data, companies can act decisively as the business landscape evolves.
Shifts in global supply chains, changing consumption patterns, and the increasing prevalence of remote ways of working—trends that were underway long before the COVID-19 crisis—will accelerate. AI can help companies thrive in this new environment.
Big investments, end-user power, preferred platforms, and other trends are forcing industry players at all levels to make changes and choices.
As Southeast Asians grow more affluent, the rapid spread of digital technologies and social media is binding them together into one of the world’s largest megamarkets.
