Managing Director & Senior Partner
Olaf Rehse is Boston Consulting Group’s global topic leader for lean services, as well as a core member of the firm’s Operations and Technology, Media & Telecommunications practices.
Since Olaf joined BCG in 2005, his client work has focused on operational excellence projects in service industries such as telecommunications, media, insurance, and banking.
In his work with service clients, Olaf has helped introduce lean enablement as a way to lower costs, generate competitive advantage, reduce customer-facing cycle times, boost value creation, decrease go-to-market cycles, and motivate employees.
Olaf is an integral part of BCG’s Operations centers in Melbourne, one of ten global operations centers that serve as hubs for comprehensive operations support and offer tailored, fully integrated solutions to optimize operations for long-term success.
Before joining BCG, Olaf was a principal at Mercer Management Consulting.
In an increasingly digital world, companies, especially service businesses, that transform themselves to compete in real time can gain an advantage over rivals.
Digital infrastructure funds need to recruit a new class of exceptional managers to pilot them through a dynamic market environment.
Excellent functional level strategies can yield cost savings, offer greater customer satisfaction, provide a more responsive platform for driving transformation—and sharpen your company’s competitive edge.
Giant call centers, commodity offerings, and rigid scripts for dealing with customers will give way to agile, AI-enabled organizations that combine hyperpersonalization with ultraindustrialization.
Contact centers have a reputation for frustrating customers, but they also offer a strategic opportunity for human contact. Here’s how to turn them into an asset.
Don’t get lost on the way to your digital future. Map the route ahead by making these 15 critical choices.
New technologies are changing how support functions work—and rendering some of them entirely obsolete. To capitalize, companies need to reorganize those functions from the ground up.
These two complementary technologies are the brawn and brains of performance. Companies can gain quick wins through RPA while strategically introducing AI for sustainable benefits.
Roland Hess describes how Innogy undertook a bold transformation program in the face of challenges to the power and gas industry.
Advances in technology are poised to revolutionize the provision of services. Service companies must make well-informed choices along a continuum of options to determine the right transformation path.
Companies have applied BCG’s Exercising for Excellence approach to reduce the costs of support functions by up to 35% while increasing productivity by some 50%.