David Young
Managing Director & Senior Partner
Boston
Dave Young returned to Boston Consulting Group in April 2016, and leads the firm's total societal impact and sustainability work globally, and is a BCG Fellow. Dave works closely with the leaders of the Social Impact practice to assist clients with efforts at the intersection of social impact, the firm's Public Sector practice, and the private sector. He also engages with BCG's Grow Africa team, tapping the vast experience he gained in that region during his time away from BCG and his exposure to Africa since 1976.
After 17 years with BCG, Dave left in 2006 to join World Vision International, a global relief, development, advocacy, and microfinance organization dedicated to working with children, families, and communities to overcome extreme poverty and injustice.
At World Vision, Dave served as chief operating officer, leading a comprehensive transformation effort and overseeing the organization's global field operations, emergency response, technical support teams, microfinance, and strategic support functions. The organization involved 41,000 employees across more than 70 nations and annual funding of more than $2 billion in field spending and $600 million in microfinance loans. It made meaningful contributions to the well-being of more than 150 million of the world's most vulnerable children. World Vision is now widely regarded as the most effective global NGO.
Dave also served on the board of directors of Vision Fund International, one of the world’s largest microfinance operations bringing financial services to the poor, and on the board of directors of J.M. Huber, one of America’s oldest family held global corporations.
During his time at BCG from 1988 to 2005, Dave's many roles included serving on BCG's Executive Committee, leading the Industrial Goods practice, and serving as managing director of the firm's Seoul and Boston offices. Dave was also an active member of the Organization and Corporate Development practices, and worked on the teams that launched what are today the Social Impact and Global Advantage practices.Prior to joining BCG initially, Dave worked at The Timken Company from 1980 to 1988 in research and development, manufacturing operations, and corporate strategy.
Companies can no longer simply focus on maximizing total shareholder returns. To win, they must hone sustainable business models.
Companies seeking to reduce their environmental footprint should focus on one element of their operations in particular—their global supply chains.
The most effective strategies focus on reinforcing corporate purpose, adhering to core values, engaging key stakeholders, and planning for multiple scenarios.
As environmental, social, and governance issues become material to business with increasing speed, investors must equip themselves to react rapidly and flexibly.
Nearly all nonprofits are being impacted by the COVID-19 crisis. How should they respond?
Purpose can provide unifying momentum, but it won’t help identify the specific steps and actions corporations should be taking. Here’s a four-level approach.
Building on traditional BMI and systems thinking, a new approach to sustainability helps companies move from reporting and compliance to action and advantage.
Telcos can capitalize on broadening societal expectations to build new sources of revenue and business.
An impact-driven investment model that can mitigate crises and strengthen the self-reliance of fragile communities while providing financial returns.
With a new era for business come new benchmarks for what constitutes a good company, a good investment, and a good leader. Here’s the CEO’s agenda for creating business value while contributing to the common good.
