Managing Director & Senior Partner
Michael Meyer is the Regional Leader for the Global Advantage practice area in the Asia-Pacific region, a Southeast Asia lead for the Technology, Media & Telecommunications practice, and a core member of the Public Sector practice at Boston Consulting Group.
Since joining BCG in 2002, Michael has acquired deep expertise and experience serving clients across a range of industries, including telecommunications, media, and publishing; technology; public sector; and financial services. Recently, Michael has been driving BCG’s work emerging market competition, including the Global Challengers series. Born in Germany, Michael has lived in Singapore since 2010 after spending five years in Greater China.
Prior to joining BCG, Michael was an assistant professor at Heidelberg University.
Companies that meet ESG challenges in emerging markets find that being a sustainability leader unlocks growth opportunities.
As organisations rapidly digitalise to unlock the benefits of technology, cyber threats are also growing in scale and sophistication. How can Singapore's cyber supply chain risks be mitigated amid increased risks?
As a confluence of megatrends prompts companies to rethink their production and supply footprints, Southeast Asia is in a position to become a greater force in international trade.
The COVID-19 crisis has intensified the need for governments to digitally transform their services. Singapore is a high performer in this aspect—ranked fourth out of 36 countries assessed in BCG’s latest study of citizen satisfaction with digital government services.
Nations that decide to help local businesses need a well-executed plan that is part of a broader economic development approach.
To create a more balanced and equitable workforce, the industry needs to understand how crucial moments of truth draw women to tech careers—or push them away.
Western governments planning for the economic rebound should look to the East. Businesses will need to both support government actions and enhance trust for employees, customers, and value chain partners.
Global challengers are providing exciting new models for others to follow.
Even the most powerful traditional competitors need to develop digital strategies and capabilities.
Digital capabilities put many global challengers in a strong position to challenge developed-market companies for leadership.