Senior Advisor, Sr. Partner Emeritus
Peter Tollman leads Boston Consulting Group’s CEO Advisory program. He previously led the firm’s Global Biopharmaceuticals sector and its People & Organization practice in the Americas.
From 2014 through 2017, Peter was a BCG Henderson Institute Fellow. During that time, his research focused on Smart Simplicity, BCG’s approach to organizational effectiveness and performance improvement, and built on the insights gained through testing, refining, and implementing it in partnership with numerous organizations spanning regions, industries, and sectors.
With Yves Morieux, Peter coauthored the book Six Simple Rules: How to Manage Complexity without Getting Complicated, which describes the principles of Smart Simplicity and illustrates how companies can thrive in today's complex marketplace.
Peter has worked with leading organizations around the world and across all functions of the value chain. Smart Simplicity has been used in many of these situations to enhance organizational capabilities and accelerate performance.
Peter was founding managing director of MPM Capital, a health care investment company. He sits on the board of governors of the Jerusalem Academy of Music and Dance at the Hebrew University and is a trustee of the Walnut Hill School for the Arts.
Powerful trends are shaping a promising yet challenging decade for the industry.
The experience of work during a time of pandemic has revealed a hidden driver of organizational performance: relational productivity.
Leaders share their insights on navigating through the crisis.
BCG’s Peter Tollman says that organizations need new approaches to help them succeed in an age of increasing complexity.
How much impact do CEOs have on their firms? What differentiates top-performing CEOs? New research on the tenures of 7,000 CEOs worldwide reveals how much and how they affected their companies’ performance trajectories.
Most leaders haven’t dealt with a crisis of this magnitude. Here are the traps to avoid and the principles to heed.
How many companies can truly say that their employees “play for each other”?
All the tech in the world is meaningless without the talent to put it to use.
The growing organizational complexity of modern health systems is an obstacle to delivering improved health care value. The solution: change how caregivers work together by unleashing their autonomy and putting it in the service of more effective cooperation.
Deep thought is often a casualty of the high-pressure and high-stakes C-suite environment. CEOs who do make time to reflect, however, say that it is time well spent.
Change programs have become more prevalent and complex, but the results are often disappointing. Enter the Change Delta, a versatile approach based on the principles of Smart Simplicity.