Managing Director & Senior Partner; Global Leader, Social Impact Practice
Richard Hutchinson leads Boston Consulting Group’s Social Impact (SI) practice globally.
Since joining BCG in 1993, Rich has largely focused on enhancing marketing, pricing, and commercial capabilities for clients across a range of industries, including health care, industrial goods, consumer goods, travel and tourism, and transportation.
He also has a long history of deep engagement in BCG’s SI work, including leading BCG’s global partnership with Yunus Social Business. Rich has played a key role driving BCG’s thought leadership across a wide range of SI topics as well, from addressing climate change to eliminating Hepatitis C.
Throughout his client work, Rich drives bottom-line impact through the creation of new go-to-market strategies, superior execution tactics, and the development of organizational commercial capabilities.
Passionate about building both BCG and great BCG teams, Rich has held a number of previous leadership positions including global leader of the firm’s Marketing, Sales, and Pricing practice, founder and leader of BCG's Pricing Enablement Center, BCG's global Chief of Staff, and member of both BCG's Operating and Executive Committees.
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Companies that view environmental, social, and governance initiatives as an exercise in compliance, rather than a source of competitive advantage, are leaving substantial value on the table.
Twentieth-century technology got us into the climate change conundrum. Can 21st-century data and digital technology help us get out of it?
Despite good intentions, companies say they are struggling to cut their emissions in line with targets. Their inability to measure appropriately is the leading roadblock.
Efforts by companies to transform their business to become truly sustainable will disrupt industries and yield new growth opportunities. But successful transformations won’t be easy.
Why do digital natives grow into the world’s most valuable companies seemingly overnight while the world’s largest legacy companies achieve only incremental digital progress?