Managing Director & Senior Partner
Jesper Damm is a core member of Boston Consulting Group’s Transformation and Operations practices. He is a core member of BCG’s TURN team, focusing on step-change performance improvements.
Since joining BCG in 2006, Jesper has led numerous large-scale transformation programs in a wide range of industries. His engagements have focused on designing and implementing large-scale change for sustainable performance improvement; and his client work has covered strategy, procurement, manufacturing, organization, sales force, and digital.
Jesper has worked with clients in the industrial goods, financial services, consumer goods, and energy industries. In addition, he leads the End-to-End Cost Excellence topic for the firm in the Central Europe and Middle East region.
Prior to joining BCG, Jesper worked as an analyst at Polaris, a Danish private equity company.
COVID19 has drastically changed what it means to ‘go to work’ for most of us—potentially for the long term. As companies adjust to a new reality, key questions are emerging, including: what will it take to foster a cohesive culture without the benefit of a shared physical space? We look at ways to cultivate an authentic remote-working culture that meets employees’ needs, and how this approach can help drive holistic purpose and culture transformations even in remote work environments.
The world-famous power tool maker reorganized, refocused its product lines, and revved up its margins, achieving a remarkable turnaround with record results.
Following the 2008 financial crisis, Danske Bank launched a dramatic comeback with a campaign to boost margin, streamline operations, and win customers with digital services.
These value creation stars ranked in the top quartile of value creation after a turnaround. Although they took different paths, all followed three core principles.
After a near-brush with bankruptcy, this beer maker parlayed a strategic acquisition into a well-devised corporate repositioning for rapid growth and expansion into new markets.
Digital decimated the paper industry worldwide. These two century-old companies rebounded by shifting to packaging—one via M&A, the other by revamping its portfolio.