Reshma Ramachandran

What makes a company truly resilient? It’s reinvention. In today’s world, volatility isn’t the exception, it’s the norm. And here’s the hard truth: resilience alone won’t carry businesses forward. It’s reinvention that makes companies resilient. Too many organizations build #resilience in silos, overlooking the foundational capabilities that matter most. The result? They’re not prepared to thrive in an environment defined by constant #disruption. This is where adaptive resilience comes in. Not just as a defensive shield, but as a catalyst for #reinvention. When resilience is holistic - spanning technology, commercial, people, and operational dimensions - companies unlock higher revenue growth, stronger profitability, and the agility to turn disruption into opportunity. Why does this matter now? Because when volatility is continuous, the winners are those who reinvent while responding. They don’t just endure the storm; they harness it to accelerate forward. As a leader, ask yourself: Is your business built to merely weather uncertainty, or to reinvent, adapt, and spring forward into exponential growth? Accenture Bhaskar Ghosh Jill Kramer Joel Unruch James Crowley Ben Carey Andrew Levy Chris Tomsovic Chris Roark Michael Brueckner Masataka Ishikawa Mauro Macchi Manish Sharma Atsushi Egawa Ryoji Sekido

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As the final spotlight in our four-part series from BCG’s Center of Excellence for #AutomotiveOperations, we’re turning the focus to Procurement, a critical lever for performance, cost efficiency, and resilience. Procurement is evolving quickly. OEMs and suppliers must manage rising complexity, volatility, and cost pressure all while delivering real, scalable value. Together with our colleagues at @Inverto | A BCG Company, we’re supporting clients across: ✅ BOM cost reduction: using design levers, commercial workshops, and data-driven insights ✅ Indirect materials: driving 10%+ savings through standardized specs and centralized rollout ✅ Strategic sourcing: with segmentation, low-cost country strategies, and trade/tariff preparedness We’re also using advanced tools like BOM Co-Pilot, CurveTuner, GenAI Savings Radar, and more. Proud to collaborate with Jeet Brahmandam, Andrew Loh, Paul Zahn, Dr. Wolfgang Schnellbächer, Nino Mori, and our teams across BCG and @Inverto | A BCG Company. If you’re rethinking your procurement performance, we’d be happy to connect. #Procurement #Mobility #Automotive #Transformation #CenterofExcellence #SupplyChain #AI ---

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Seven of my colleagues at McKinsey & Company share tactical and strategic moves their clients are making in response to today’s geopolitical turbulence. Shivanshu Gupta explains how current trade realignment is opening opportunities for Asian companies in industries such as semiconductors, automotive, and chemicals to scale significantly, and shares that companies have shifted from immediate reactions to tariffs to addressing longer-term competitiveness. Read more here: https://lnkd.in/gA_9sMW2

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As cyber threats become more targeted, faster moving, and harder to contain, the role of transformation leaders in cyber strategy has never been more critical.    At BCG, we have partnered with ZEISS Group to explore what it really takes to protect an organization in today’s landscape. In a recent conversation with Susan-Stefanie Breitkopf, Chief Transformation Officer at ZEISS, we dug into what makes their approach so effective—from recognizing cybersecurity as a business risk to embedding security across every level of the company. Cybersecurity isn’t just about defense, it’s about evolution. That’s the mindset we need to stay resilient. Watch the interview and explore the lessons from ZEISS: https://lnkd.in/gpBKH9j3 #bcg #cyber #CenterforLeadershipInCyberStrategy

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2025 CEO Priorities Noting the ideological polarisation as a key issue CEOs are facing. CEOs have to resolve carefully the tension between the value of diversity of thoughts vs. the increasingly challenging task to integrate and align increasingly polarised views across their teams and Board. https://lnkd.in/g326idw7

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As BCG’s Global People Chair, I can’t help but be excited about the incredible progress our teams at Boston Consulting Group (BCG) are making with AI. Nearly 90% of BCGers are now using AI in their work, with half using it habitually. AI is no longer a “nice-to-have” in the workplace, but a core part of how we learn, work, and grow.   In a recent interview with Lakshmi Varanasi at Business Insider, I shared how AI is raising the bar on quality and efficiency, and how the real differentiator remains our people - the judgment, creativity, and insight BCGers bring to every client challenge.   What excites me most is how our people are using AI to reinvest time into higher value activities, from sharper analysis to clearer storytelling. One of the best examples is in performance reviews: our AI tools have cut writing time by 40% and improved quality by 20%, freeing up leaders to focus on coaching and growth. And with BCGers having built more than 32,000 custom GPTs, the most of any OpenAI customer, innovation is now flowing from every corner of the firm.   I’m proud of the progress we’ve made so far with this powerful technology and excited for what’s next. Thank you, Lakshmi, for the opportunity to highlight our journey. To learn more, read the full article here: https://lnkd.in/eF_Nzhea

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Acting fast doesn’t mean acting indiscriminately. In today’s economic climate, leaders are making tough cost decisions. But broad cuts risk eroding the very capabilities that drive performance.   This new BCG article sheds light on a smarter path: a zero-based approach to five people-cost challenges—focused on protecting what matters and redeploying resources with purpose, making every dollar and decision count. https://lnkd.in/e6tN-Tb6   #ZeroBasedTransformation #CostExcellence #PeopleStrategy #Leadership

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The consulting industry is undergoing significant changes, and a lot more is to come. The industry shakeup creates real opportunities for some new ways of thinking and operating. Deep expertise and specialized skills will be a greater differentiator than a few years ago. I couldn't agree more with this from the Economist - "To compete with ever smarter AI models, the approach of training up generalist advisers will have to give way to earlier and deeper specialisation, including in the art of managing change." https://lnkd.in/dVeFgDKa

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