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Patrick Forth, a managing director and senior partner, explains how business leaders can successfully transform their organizations, stressing the absolute importance of digital transformation strategies.

Patrick Forth is a senior advisor and a past Global Leader of Boston Consulting Group’s Technology, Media & Telecommunications (TMT) practice.

Since joining BCG in 1987 in London, he has operated from Paris, Milan, Lisbon, Singapore, and Sydney. Patrick has held a number of leadership roles, including heading BCG's Australia and New Zealand practice for five years. He led the Asia Pacific TMT business for five years and also opened and led BCG's office in Singapore.

Patrick's client work has focused on advising CEOs and senior executives around the globe in digital and technology transformation in all sectors. In the TMT industry, he focuses on issues of leadership, strategy and direction, governance, mergers and acquisitions, growth, disruptive technologies, infrastructure, transformational and operational improvement, and digital and productivity.

AREAS OF EXPERTISE

EDUCATION

  • D Phil, University of Oxford, Keble College
  • BSc (Hons), University of Manchester

HONORS AND AWARDS


  • Rhodes Scholar

Publications and Videos

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Where’s the Value in AI?

Only 22% of companies have advanced beyond the proof-of-concept stage with AI, and only 4% are creating substantial value. Our new research reveals important insights about what leaders are doing right.
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What GenAI’s Top Performers Do Differently

Generative AI has vast potential, yet only about 10% of companies apply it at scale. We explain how those leaders succeed—and how other companies can catch up.
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Accelerating Australia’s AI Adoption

Discover how a responsible approach to managing risks and adding value can boost Australia’s AI transformational potential for companies and the government.

Are Digital Natives Losing Sight of the Digital Basics Hero Rectangle

デジタルネイティブ企業はデジタルの基本を見失っていないか

かつてデジタル・ディスラプションの立役者だったデジタルネイティブ企業の中には、GAFAMなどのハイパースケーラー企業と躍進中のデジタル既存企業の狭間でペースを落としつつある企業もあります。こうした企業が再び軌道に乗るには、デジタル組織能力の5つの基本要件にあらためて注力する必要があります。
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The New Blueprint for Corporate Performance

The rules for boosting performance and competitive advantage are changing. CEOs urgently need a pragmatic playbook for building the capabilities to win in the future.
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頭角を現すデジタル既存企業

高いデジタル組織能力を身につけた伝統的産業の既存企業が、デジタルハイパースケーラー企業やデジタルネイティブ企業に急速に追いつきつつあります。規模、顧客基盤、データなどの既存企業ならではの強みとデジタル組織能力を組み合わせて、イノベーションを通じた成長を実現しています。
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Digital Transformation Drives Improved Shareholder Returns as SEA Companies Lead the Way

Our previous report pinpointed six critical success factors that maximize the odds of success for digital transformation. In this report, we deep-dived into Southeast Asia's performance against these success factors.
The Rates of Success, Goals, and Future Priorities of Digital Transformations, by Sector - Rectangle

What the Data Tells Us About Digital Transformation, by Industry

In our December 2021 report, Performance and Innovation Are the Rewards of Digital Transformation, we explored three questions that we hear a lot from clients. How are companies in my sector doing? Is there any proof that transformations deliver real results? And where are leaders focusing their transformation programs?
A Proven Model for Corporate Venturing | Rectangle

A Proven Model for Corporate Venturing

Against long odds, a well-tested approach achieves success 66% of the time.
Performance and Innovation Are the Rewards of Digital Transformation

Performance and Innovation Are the Rewards of Digital Transformation

A successful transformation leads to increased profitability and strategic advances, as our latest survey shows. But not enough companies are getting it right.
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レジリエント・リーダーシップへの展望――アジア・パシフィック地域の取締役会議長との対話より

コロナ禍や地球環境の変化を受けて、アジア・パシフィック地域各国の著名な企業は何を課題と考え、何を行い、どのような成果を得たのでしょうか。日本を含むアジア・パシフィック地域において取締役会議長を務めてこられた17名の著名な経営者の方々へのインタビューを基に、破壊的な変化の中で経営のレジリエンス(回復力、強靭性)を維持するための、取締役会、とりわけその議長のリーダーシップのあり方について考察します。
Resilient-Leadership.jpg

穿越危机风暴：亚太地区董事长谈韧性领导力

BCG与亚太地区17位杰出的董事长进行了对谈，了解迄今为止他们从新冠疫情中吸取的经验教训，并确定了他们在面对即将到来的复苏时所需考虑的首要问题。