Sagar Goel is a Managing Director and Partner and a BHI Fellow based in BCG’s Singapore office. Sagar was named a BHI Fellow in 2022 and has focused his research on Reskilling In the Age of AI.
His research explores how to design and manage ecosystems for outcome-based skilling at speed and scale, codifying the key success factors for how employers, governments, academia, non-profits, and individuals can best work together to solve the global skills crisis.
He has led several large-scale skilling programs for BCG’s clients, including the recent work with the Singapore government on a national-level digital reskilling program. He is an advisor to CHROs, business leaders, and governments globally on building their talent and workforce advantage.
Sagar is a frequent speaker on these topics and his work has also been published in leading publications including Harvard Business Review. An in-depth study on how companies are reskilling their employees in an era of automation and AI, co-authored by Sagar, has won the 2023 HBR Prize.
Outside of work, Sagar enjoys playing tennis and spending time exploring new things about himself and the world through improv.
Skill-building strategist Sagar Goel demonstrates how reskilling and lifelong learning, exemplified by a partnership with the Singaporean government, can help workers transition into new careers.
Given the exponential pace of technological change and the diminishing longevity of skills, the need for a novel approach to lifelong learning is clear. Governments have a unique opportunity to make it happen.
In this article, written as a follow up to the award-winning “Reskilling in the Age of AI”, the authors report the results of a reskilling survey that they conducted with chief human resource officers from approximately 1,200 organizations in the U.S., along with business leaders from around 200.
Skill-building strategist Sagar Goel demonstrates how reskilling and lifelong learning, exemplified by a partnership with the Singaporean government, can help workers transition into new careers.
How to bridge a significant skills gap in national workforces? Governments need to play a more strategic role, starting with three key interventions.
Five new paradigms for leaders—and employees.
The successful companies of the future will not only invest in human capital but also track and report progress with the same attention they devote to other assets.
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