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Roselinde Torres

Senior Partner and Managing Director at the consulting firm, BCG.

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 Roselinde Torres Biography

Roselinde Torres is a senior partner and managing director at the consulting firm, BCG. A senior leader in the firm’s “people and organization” practice area, she is also the company’s resident expert on leadership, a topic she has studied her entire career.

Questions she likes to ask include, “what innovative methods can help prepare the next generation of leaders?” and “how do we enable leaders to unlearn past modes and habits of success?”

Prior to joining BCG in 2006, Roselinde was a senior partner at Mercer Delta Consulting, while she has also led internal consulting teams at Johnson & Johnson and Connecticut Mutual Life. She speaks frequently about organizational transformation and leadership; her work and thinking have been featured in publications such as BusinessWeek and The Economist.

Roselinde has been a long-term advisor to CEOs, senior executives, and boards on issues of executive leadership, team effectiveness, organization design, culture change, and large-scale change implementation. She has consulted across a wide range of industries, including consumer products, financial services, health care, industrial goods, retail, and technology.

Roselinde is a frequent speaker at national business forums on organizational transformation and leadership and has authored publications on twenty-first-century leadership, organizing for growth, executive team effectiveness, M&A cultural integration, and CEO succession. She has been featured in the major business press, including BusinessWeek, the Economist, the Corporate Board, Chief Executive, Fast Company, and Institutional Investor. She serves on the selection committee for U.S.News & World Report’s America’s Best Leaders and is a trustee of the Wildlife Conservation Society.

Prior to working at BCG, Roselinde was a senior partner at Mercer Delta Consulting, where she also held a number of U.S. and global leadership roles. She also led internal consulting teams at Johnson & Johnson and Connecticut Mutual Life. At Johnson & Johnson, she was a member of the senior leadership team of Ethicon Endo-Surgery.

Roselinde holds an MS degree in human resource development from the American University/NTL Institute for Applied Behavioral Science. She has a BA with honors in English and Spanish from Middlebury College

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Videos
Speaking Topics
  • These executives identified six fundamental business changes that create a need for new leadership skills:

    Intensified global and local competition Increasing importance of multiple stakeholders Faster rate of information and innovation Greater uncertainty and ambiguity Greater emphasis on corporate social responsibility Greater need for virtual teams that transcend an organization's boundaries These shifts are well known, but their ramifications for leadership are not well understood. Leaders need to be prepared for the future rather than stuck in the past. Defining the New Leader Certain attributes of leadership are timeless. Integrity, courage, judgment, intelligence, vision, and ambition all still matter but will be insufficient in the future. Four additional skills or qualities are needed now. (See the exhibit.) As a first step, leaders need to be able to navigate through this kaleidoscopic environment. They need to convey purpose and direction but also be willing to make midcourse corrections. They need analytical skills, as always, but also the ability to discern and translate signals and make decisions on the basis of both experience and imperfect information about the future. Second, leaders need to empathize with people, understand perspectives different from their own, and build networks with people outside of their organization. This skill is critical in dealing with NGOs, regulators, and other bodies that are now participating more actively in business. It will also help companies enter developing markets—the font of future growth, where customer needs, expectations, and the willingness to pay can be quite different from in the West. Third, leaders need to be willing to self-correct. This skill has less to do with fine-tuning strategy than with revisiting their personal and long-held assumptions about business leadership and success. Leaders need to question the status quo, be willing to reexamine the environment, and correct outdated modes of leadership. It is tricky to balance this questioning stance with the confidence that leaders need to convey. Finally, leaders need to win and win. In other words, they should broaden their view of success in a world of greater government involvement, globalization, and interconnections. Success is no longer a zero-sum game. Companies increasingly are partnering with competitors, cooperating with regulators and NGOs, and entering markets where they may not be well known. Their success will increasingly depend on other parties rather than coming at their expense. Developing the New Leader It is always easier to describe the future than to shape it. Companies are busily trying to create new mechanisms to identify, develop, and retain future leaders—and create new leadership metrics and processes. All of these changes are works in progress. In our interviews, ten cutting-edge practices, grouped around three broad themes, emerged from the more than 100 identified leadership requirements. They are a good starting place for thinking about leadership in a new and necessary way.

  • Expand horizons

    Require broad-based experience from future leaders, such as rotations through two functions, two business units, and two geographic regions Immerse leaders completely in unfamiliar markets by requiring them, for example, to work in rural India Temporarily assign leaders to external groups, such as industry groups, NGOs, and government panels Embed social causes into the business in order to generate loyalty among leaders

  • Create fast tracks

    Provide opportunities for high-potential leaders to "skip a chair" in order to advance their career Create a "critical assignments bank" to develop next-generation leaders and to allow older leaders to make valuable contributions late in their career

  • Accelerate skills development

    Identify and map top talent in key markets and benchmark yourself against the best Offer experiences in which leadership must be shared, such as joint ventures and partnerships Give timely feedback, such as reviews every Friday or after every assignment in order to accelerate development Conduct quarterly talent reviews that systematically analyze the health of the leadership pipeline, diversity, and succession—and create follow-up plans based on the outcome of these sessions This list of practices is forward looking, but it is neither exhaustive nor universal. Different folks will apply different strokes, depending on their company's strategic and economic foundation. Leadership models should be built from the outside in rather than imposed from above. The list is also rooted in learning through doing and careful and orchestrated exposure to a range of new experiences rather than classic leadership training. You cannot teach many of the new skills in the classroom, but you can put future leaders outside of their comfort zone and force them to confront, in a controlled setting, the complexities of the modern world. What's important is thinking about leadership in a new way. The twenty-first century is still young, but it is getting late to address the leadership gap.

News
FAQs
  • HOW TO BOOK Roselinde Torres?

    Our booking agents have successfully helped clients around the world secure talent like Roselinde Torres for speaking engagements, personal appearances, product endorsements, or corporate entertainment for over 15 years. The team at All American Entertainment represents and listens to the needs of organizations and corporations seeking to hire keynote speakers, celebrities or entertainers. Fill out a booking request form for Roselinde Torres, or call our office at 1.800.698.2536 to discuss your upcoming event. One of our experienced agents will be happy to help you get pricing information and check availability for Roselinde Torres or any other celebrity of your choice.
  • HOW MUCH DOES IT COST TO BOOK Roselinde Torres?

    Booking fees for Roselinde Torres, or any other speakers and celebrities, are determined based on a number of factors and may change without notice. Pricing often varies according to the circumstances, including the talent's schedule, market conditions, length of presentation, and the location of the event. Speaker fees listed on this website are intended to serve as a guideline only. In some cases, the actual quote may be above or below the stated range. For the most current fee to hire Roselinde Torres, please fill out the booking request form or call our office at 1.800.698.2536 to speak with an experienced booking agent.
  • WHO IS THE AGENT FOR Roselinde Torres?

    All American Entertainment has successfully secured celebrity talent like Roselinde Torres for clients worldwide for more than 15 years. As a full-service talent booking agency, we have access to virtually any speaker or celebrity in the world. Our agents are happy and able to submit an offer to the speaker or celebrity of your choice, letting you benefit from our reputation and long-standing relationships in the industry. Fill out the booking request form or call our office at 1.800.698.2536, and one of our agents will assist you to book Roselinde Torres for your next private or corporate function.
  • WHAT IS A FULL-SERVICE TALENT BOOKING AGENCY?

    All American Speakers is a "buyers agent" and exclusively represents talent buyers, meeting planners and event professionals, who are looking to secure celebrities and speakers for personal appearances, speaking engagements, corporate entertainment, public relations campaigns, commercials, or endorsements. We do not exclusively represent Roselinde Torres or claim ourselves as the exclusive booking agency, business manager, publicist, speakers bureau or management for Roselinde Torres or any other speaker or celebrity on this website. For more information on how we work and what makes us unique, please read the AAE Advantage.
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This website is a resource for event professionals and strives to provide the most comprehensive catalog of thought leaders and industry experts to consider for speaking engagements. A listing or profile on this website does not imply an agency affiliation or endorsement by the talent.

All American Entertainment (AAE) exclusively represents the interests of talent buyers, and does not claim to be the agency or management for any speaker or artist on this site. AAE is a talent booking agency for paid events only. We do not handle requests for donation of time or media requests for interviews, and cannot provide celebrity contact information.

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Roselinde Torres

Senior Partner and Managing Director at the consulting firm, BCG.

Travels From:
New York, NY, USA
Speaking Fee:
Categories:

Roselinde Torres Biography

Roselinde Torres is a senior partner and managing director at the consulting firm, BCG. A senior leader in the firm’s “people and organization” practice area, she is also the company’s resident expert on leadership, a topic she has studied her entire career.

Questions she likes to ask include, “what innovative methods can help prepare the next generation of leaders?” and “how do we enable leaders to unlearn past modes and habits of success?”

Prior to joining BCG in 2006, Roselinde was a senior partner at Mercer Delta Consulting, while she has also led internal consulting teams at Johnson & Johnson and Connecticut Mutual Life. She speaks frequently about organizational transformation and leadership; her work and thinking have been featured in publications such as BusinessWeek and The Economist.

Roselinde has been a long-term advisor to CEOs, senior executives, and boards on issues of executive leadership, team effectiveness, organization design, culture change, and large-scale change implementation. She has consulted across a wide range of industries, including consumer products, financial services, health care, industrial goods, retail, and technology.

Roselinde is a frequent speaker at national business forums on organizational transformation and leadership and has authored publications on twenty-first-century leadership, organizing for growth, executive team effectiveness, M&A cultural integration, and CEO succession. She has been featured in the major business press, including BusinessWeek, the Economist, the Corporate Board, Chief Executive, Fast Company, and Institutional Investor. She serves on the selection committee for U.S.News & World Report’s America’s Best Leaders and is a trustee of the Wildlife Conservation Society.

Prior to working at BCG, Roselinde was a senior partner at Mercer Delta Consulting, where she also held a number of U.S. and global leadership roles. She also led internal consulting teams at Johnson & Johnson and Connecticut Mutual Life. At Johnson & Johnson, she was a member of the senior leadership team of Ethicon Endo-Surgery.

Roselinde holds an MS degree in human resource development from the American University/NTL Institute for Applied Behavioral Science. She has a BA with honors in English and Spanish from Middlebury College

Roselinde Torres Videos

  • Take The Lead After Graduation - YouTube
    Aug 18, 2017 ... How can you take the lead in your career? Recent graduates, join us for an address from Roselinde Torres, BCG Senior Partner,...
  • Roselinde Torres: What it takes to be a great leader
    There are many leadership programs available today, from 1-day workshops to corporate training programs. But chances are, these won't really help. In...
  • Leadership: Roselinde Torres on creating a successful leadership ...

Speaker Lists Featuring Roselinde Torres

Roselinde Torres Speaking Topics

  • These executives identified six fundamental business changes that create a need for new leadership skills:

    Intensified global and local competition Increasing importance of multiple stakeholders Faster rate of information and innovation Greater uncertainty and ambiguity Greater emphasis on corporate social responsibility Greater need for virtual teams that transcend an organization's boundaries These shifts are well known, but their ramifications for leadership are not well understood. Leaders need to be prepared for the future rather than stuck in the past. Defining the New Leader Certain attributes of leadership are timeless. Integrity, courage, judgment, intelligence, vision, and ambition all still matter but will be insufficient in the future. Four additional skills or qualities are needed now. (See the exhibit.) As a first step, leaders need to be able to navigate through this kaleidoscopic environment. They need to convey purpose and direction but also be willing to make midcourse corrections. They need analytical skills, as always, but also the ability to discern and translate signals and make decisions on the basis of both experience and imperfect information about the future. Second, leaders need to empathize with people, understand perspectives different from their own, and build networks with people outside of their organization. This skill is critical in dealing with NGOs, regulators, and other bodies that are now participating more actively in business. It will also help companies enter developing markets—the font of future growth, where customer needs, expectations, and the willingness to pay can be quite different from in the West. Third, leaders need to be willing to self-correct. This skill has less to do with fine-tuning strategy than with revisiting their personal and long-held assumptions about business leadership and success. Leaders need to question the status quo, be willing to reexamine the environment, and correct outdated modes of leadership. It is tricky to balance this questioning stance with the confidence that leaders need to convey. Finally, leaders need to win and win. In other words, they should broaden their view of success in a world of greater government involvement, globalization, and interconnections. Success is no longer a zero-sum game. Companies increasingly are partnering with competitors, cooperating with regulators and NGOs, and entering markets where they may not be well known. Their success will increasingly depend on other parties rather than coming at their expense. Developing the New Leader It is always easier to describe the future than to shape it. Companies are busily trying to create new mechanisms to identify, develop, and retain future leaders—and create new leadership metrics and processes. All of these changes are works in progress. In our interviews, ten cutting-edge practices, grouped around three broad themes, emerged from the more than 100 identified leadership requirements. They are a good starting place for thinking about leadership in a new and necessary way.

  • Expand horizons

    Require broad-based experience from future leaders, such as rotations through two functions, two business units, and two geographic regions Immerse leaders completely in unfamiliar markets by requiring them, for example, to work in rural India Temporarily assign leaders to external groups, such as industry groups, NGOs, and government panels Embed social causes into the business in order to generate loyalty among leaders

  • Create fast tracks

    Provide opportunities for high-potential leaders to "skip a chair" in order to advance their career Create a "critical assignments bank" to develop next-generation leaders and to allow older leaders to make valuable contributions late in their career

  • Accelerate skills development

    Identify and map top talent in key markets and benchmark yourself against the best Offer experiences in which leadership must be shared, such as joint ventures and partnerships Give timely feedback, such as reviews every Friday or after every assignment in order to accelerate development Conduct quarterly talent reviews that systematically analyze the health of the leadership pipeline, diversity, and succession—and create follow-up plans based on the outcome of these sessions This list of practices is forward looking, but it is neither exhaustive nor universal. Different folks will apply different strokes, depending on their company's strategic and economic foundation. Leadership models should be built from the outside in rather than imposed from above. The list is also rooted in learning through doing and careful and orchestrated exposure to a range of new experiences rather than classic leadership training. You cannot teach many of the new skills in the classroom, but you can put future leaders outside of their comfort zone and force them to confront, in a controlled setting, the complexities of the modern world. What's important is thinking about leadership in a new way. The twenty-first century is still young, but it is getting late to address the leadership gap.

FAQs on booking Roselinde Torres

  • How to book Roselinde Torres?

    Our booking agents have successfully helped clients around the world secure talent like Roselinde Torres for speaking engagements, personal appearances, product endorsements, or corporate entertainment for over 15 years. The team at All American Entertainment represents and listens to the needs of organizations and corporations seeking to hire keynote speakers, celebrities or entertainers. Fill out a booking request form for Roselinde Torres, or call our office at 1.800.698.2536 to discuss your upcoming event. One of our experienced agents will be happy to help you get pricing information and check availability for Roselinde Torres or any other celebrity of your choice.
  • How much does it cost to book Roselinde Torres?

    Booking fees for Roselinde Torres, or any other speakers and celebrities, are determined based on a number of factors and may change without notice. Pricing often varies according to the circumstances, including the talent's schedule, market conditions, length of presentation, and the location of the event. Speaker fees listed on this website are intended to serve as a guideline only. In some cases, the actual quote may be above or below the stated range. For the most current fee to hire Roselinde Torres, please fill out the booking request form or call our office at 1.800.698.2536 to speak with an experienced booking agent.
  • Who is the agent for Roselinde Torres?

    All American Entertainment has successfully secured celebrity talent like Roselinde Torres for clients worldwide for more than 15 years. As a full-service talent booking agency, we have access to virtually any speaker or celebrity in the world. Our agents are happy and able to submit an offer to the speaker or celebrity of your choice, letting you benefit from our reputation and long-standing relationships in the industry. Fill out the booking request form or call our office at 1.800.698.2536, and one of our agents will assist you to book Roselinde Torres for your next private or corporate function.
  • What is a full-service talent booking agency?

    All American Speakers is a "buyers agent" and exclusively represents talent buyers, meeting planners and event professionals, who are looking to secure celebrities and speakers for personal appearances, speaking engagements, corporate entertainment, public relations campaigns, commercials, or endorsements. We do not exclusively represent Roselinde Torres or claim ourselves as the exclusive booking agency, business manager, publicist, speakers bureau or management for Roselinde Torres or any other speaker or celebrity on this website. For more information on how we work and what makes us unique, please read the AAE Advantage.

Roselinde Torres is a keynote speaker and industry expert who speaks on a wide range of topics . The estimated speaking fee range to book Roselinde Torres for your event is $10,000 - $20,000. Roselinde Torres generally travels from New York, NY, USA and can be booked for (private) corporate events, personal appearances, keynote speeches, or other performances. Similar motivational celebrity speakers are Jan Fields, Kara Swisher, Dr. Moira Gunn, Libby Gill and Amy Henry. Contact All American Speakers for ratings, reviews, videos and information on scheduling Roselinde Torres for an upcoming event.

Roselinde Torres Speaker Videos

  • Take The Lead After Graduation - YouTube
    Aug 18, 2017 ... How can you take the lead in your career? Recent graduates, join us for an address from Roselinde Torres, BCG Senior Partner, #TEDatBCG ...
    Roselinde Torres: What it takes to be a great leader
    There are many leadership programs available today, from 1-day workshops to corporate training programs. But chances are, these won't really help. In this clear, candid talk, Roselinde Torres...
  • Leadership: Roselinde Torres on creating a successful leadership ...

Roselinde Torres Speaking Topics

  • These executives identified six fundamental business changes that create a need for new leadership skills:

    Intensified global and local competition Increasing importance of multiple stakeholders Faster rate of information and innovation Greater uncertainty and ambiguity Greater emphasis on corporate social responsibility Greater need for virtual teams that transcend an organization's boundaries These shifts are well known, but their ramifications for leadership are not well understood. Leaders need to be prepared for the future rather than stuck in the past. Defining the New Leader Certain attributes of leadership are timeless. Integrity, courage, judgment, intelligence, vision, and ambition all still matter but will be insufficient in the future. Four additional skills or qualities are needed now. (See the exhibit.) As a first step, leaders need to be able to navigate through this kaleidoscopic environment. They need to convey purpose and direction but also be willing to make midcourse corrections. They need analytical skills, as always, but also the ability to discern and translate signals and make decisions on the basis of both experience and imperfect information about the future. Second, leaders need to empathize with people, understand perspectives different from their own, and build networks with people outside of their organization. This skill is critical in dealing with NGOs, regulators, and other bodies that are now participating more actively in business. It will also help companies enter developing markets—the font of future growth, where customer needs, expectations, and the willingness to pay can be quite different from in the West. Third, leaders need to be willing to self-correct. This skill has less to do with fine-tuning strategy than with revisiting their personal and long-held assumptions about business leadership and success. Leaders need to question the status quo, be willing to reexamine the environment, and correct outdated modes of leadership. It is tricky to balance this questioning stance with the confidence that leaders need to convey. Finally, leaders need to win and win. In other words, they should broaden their view of success in a world of greater government involvement, globalization, and interconnections. Success is no longer a zero-sum game. Companies increasingly are partnering with competitors, cooperating with regulators and NGOs, and entering markets where they may not be well known. Their success will increasingly depend on other parties rather than coming at their expense. Developing the New Leader It is always easier to describe the future than to shape it. Companies are busily trying to create new mechanisms to identify, develop, and retain future leaders—and create new leadership metrics and processes. All of these changes are works in progress. In our interviews, ten cutting-edge practices, grouped around three broad themes, emerged from the more than 100 identified leadership requirements. They are a good starting place for thinking about leadership in a new and necessary way.

  • Expand horizons

    Require broad-based experience from future leaders, such as rotations through two functions, two business units, and two geographic regions Immerse leaders completely in unfamiliar markets by requiring them, for example, to work in rural India Temporarily assign leaders to external groups, such as industry groups, NGOs, and government panels Embed social causes into the business in order to generate loyalty among leaders

  • Create fast tracks

    Provide opportunities for high-potential leaders to "skip a chair" in order to advance their career Create a "critical assignments bank" to develop next-generation leaders and to allow older leaders to make valuable contributions late in their career

  • Accelerate skills development

    Identify and map top talent in key markets and benchmark yourself against the best Offer experiences in which leadership must be shared, such as joint ventures and partnerships Give timely feedback, such as reviews every Friday or after every assignment in order to accelerate development Conduct quarterly talent reviews that systematically analyze the health of the leadership pipeline, diversity, and succession—and create follow-up plans based on the outcome of these sessions This list of practices is forward looking, but it is neither exhaustive nor universal. Different folks will apply different strokes, depending on their company's strategic and economic foundation. Leadership models should be built from the outside in rather than imposed from above. The list is also rooted in learning through doing and careful and orchestrated exposure to a range of new experiences rather than classic leadership training. You cannot teach many of the new skills in the classroom, but you can put future leaders outside of their comfort zone and force them to confront, in a controlled setting, the complexities of the modern world. What's important is thinking about leadership in a new way. The twenty-first century is still young, but it is getting late to address the leadership gap.

Roselinde Torres News

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Speakers Similar to Roselinde Torres

This website is a resource for event professionals and strives to provide the most comprehensive catalog of thought leaders and industry experts to consider for speaking engagements. A listing or profile on this website does not imply an agency affiliation or endorsement by the talent.

All American Entertainment (AAE) exclusively represents the interests of talent buyers, and does not claim to be the agency or management for any speaker or artist on this site. AAE is a talent booking agency for paid events only. We do not handle requests for donation of time or media requests for interviews, and cannot provide celebrity contact information.

If you are the talent, and wish to request removal from this catalog or report an issue with your profile, please click here.

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