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BCG research reveals that companies that successfully transformed during a downturn improved their performance by 45% over companies that did not.

Tuukka Seppä leads Boston Consulting Group's BCG Transform practice globally. Previously he was the leader of BCG in the Nordic countries overall, where BCG is today the market-leading premium management consultancy. He was part of the founding team of BCG's Transformation and TURN unit, leading its growth in Europe. He has also worked in the firm's offices on the US West Coast.

During his more than 20 years with the firm, Tuukka has worked with leading US and European companies, focusing on significant change initiatives driven by CEOs, executive management, and boards of directors.

He specializes in transformation and large-scale-change programs where the aim is to fundamentally alter the performance trajectory of a company by addressing multiple levers, such as corporate transformation programs, reorganizations, performance improvement, turnaround, large-scale M&A, post-merger integration and strategy resetting.

AREAS OF EXPERTISE

EDUCATION


  • Doctor of Science, engineering, Helsinki University of Technology
  • MSc, engineering, Helsinki University of Technology
  • MSc, finance, Helsinki School of Economics

HONORS AND AWARDS


  • Strategic Management Society/Booz Allen Hamilton award for best PhD research on the U.S. venture-capital markets, 2001

Publications and Videos

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Boards Can Make or Break a Transformation

In the current environment of continuous transformation, business-as-usual oversight is not enough. Instead, boards must engage with management more frequently and proactively.
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Os Primeiros 1.000 Dias De CEOs Começam Pelos Primeiros 100

Se tudo é uma prioridade, nada é uma prioridade. Em que as empresas se concentram nos estágios iniciais críticos para garantir uma transformação bem-sucedida?
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A CEO’s First 1,000 Days Begins with the First 100

The initial 100 days are a time for boldness and clarity—a time when CEOs can express the purest form of their vision for the company.
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Cost Transformations in Turbulent Times

Most company efforts to reduce expenses fail. Four challenges block the way: two reflecting what costs get cut, and two related to how value is delivered.
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The Challenges of a Sustainability Transformation

When it comes to sustainability, senior leaders are shifting from ambition to execution—and that’s the hard part. Companies know they need to decarbonize and improve sustainability across their value chains, but often they struggle to translate that ambition into results.

An Interview with Chairman Risto Siilasmaa

Nokia has transformed many times in its 150-year history. Its most recent transformation may be its biggest pivot yet.

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Bringing Science to the Art of CEO Succession Planning

By adding a systematic approach to a process often driven by instinct, boards can ensure that they select the right leader at the right time.
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Lessons from Eight Successful M&A Turnarounds

When a company buys an underperforming asset, it needs to make improvements and start creating value on day one. These acquirers show how it’s done.
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Husqvarna: Honing a Competitive Edge

The world-famous power tool maker reorganized, refocused its product lines, and revved up its margins, achieving a remarkable turnaround with record results.
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Danske Bank: Rediscovering the Customer

Following the 2008 financial crisis, Danske Bank launched a dramatic comeback with a campaign to boost margin, streamline operations, and win customers with digital services.
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The Nordic Comeback Kids: Turnaround Stars and Their Stories

These value creation stars ranked in the top quartile of value creation after a turnaround. Although they took different paths, all followed three core principles.
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Royal Unibrew: Crafting a Turnaround from a Winning M&A Move

After a near-brush with bankruptcy, this beer maker parlayed a strategic acquisition into a well-devised corporate repositioning for rapid growth and expansion into new markets.