Global Sector Leader- Aerospace & Defense
At BCG, we can't think of our ourselves as having impact on an organization. It's about the people. To change a client organization, you must have an impact on individuals. They will be the army that drives transformational change.
Matt Aaronson leads BCG’s Aerospace and Defense practice globally and is also involved with our Industrial Goods and Operations practices. He leads the firm’s Career Development Committee in the Chicago office.
Since joining BCG in 2004, Matt has worked with clients on a range of strategic projects across the capital equipment and engineered products sectors. He now works predominantly with OEMs and suppliers in the aerospace and defense sector, and he specializes in driving large-scale transformational change programs.
Prior to joining BCG, Matt worked at Monitor Group.
The industry has ambitious emissions reduction goals for 2050. Major OEMs can coordinate the effort—and help shape the future of commercial aviation.
Now is a good time to rethink and refocus technology investments with an eye to improving manufacturing capabilities and better managing production capacity.
Companies should plan now for how they might seize opportunities to establish new platforms in the US defense market.
Complacency is not an option—even for thriving aerospace OEMs and suppliers. They must take steps to invest in digital and identify risks and pockets of growth.
The A&D industry is poised for continued growth. The challenge? Valuation multiples have never been higher.
Despite some high-profile female executives, the A&D workforce is still largely male. With growth looming and companies struggling to fill key roles, that needs to change.
Evangelists claim that the technology will revolutionize supply chains. But executives ask if it will create value. The answer: not as much as many think.
How will makers of these brand-new vehicles meet aviation-type standards and hold to much shorter development cycles?
Although new orders from airlines have slowed somewhat, the A&D industry continues to outperform the S&P 500, thanks to strong growth among defense contractors.
Prime contractors and integrators are getting squeezed by their customers (who want more affordable platforms) and their suppliers (who still charge high prices). Three tactical steps can help.
Airplane manufacturers sit atop the value chain but trail suppliers in profitability. Can they shift the profit balance, or is this the permanent state of the industry?