Robert Bell

Contact Robert Bell

Robert D. Bell

Robert is a partner at Innosight, Huron’s strategy and innovation business, and a leader in its industry and technology business. He has more than 20 years of helping leadership teams navigate disruptive change and develop future strategies for transformational growth across an array of industries, including industrial equipment, agriculture, mining, construction, steel, energy, chemicals, water, telecommunications, insurance, software and healthcare.

About Robert

A successful engagement for my clients is one that enables them to take actions that will drive sustained, profitable growth for their business.

Robert has pioneered cutting-edge approaches to help companies drive sustained, profitable growth through efficient management of the growth process — including identifying growth opportunities, focusing innovation on the highest-value customer needs, accelerating learning, mitigating risk and establishing accountability for results. He has also done substantial work on broadening clients’ innovation capabilities to encompass not only products and technology, but also services, customer experience and new business models.

Robert has specific expertise helping organizations overcome the unique challenges of developing profitable, solution-centered business models within traditionally product-, technology- or operations-oriented businesses. This includes groundbreaking business model transformation in precision agriculture, mining, oil and gas exploration, and process automation, among other industries.

Robert also has substantial experience working on entrepreneurial ventures in and outside of large corporations. He has been responsible for generating and evaluating new venture concepts, working with both startup management teams and venture capital/private equity investors. His venture-related work has involved zero-stage business concept development, designing new business models, developing go-to-market strategies, using iterative test-and-learn approaches and helping to secure financing. Robert has also designed and helped to optimize incubator models for corporations.

Rob holds a Master of Business Administration with a concentration in finance from The George Washington University, a Master of Arts in economics and a Master of Science in foreign service with honors in international business from Georgetown University, and a Bachelor of Arts in economics from Dartmouth College.

Areas of Expertise

  • Enterprise Strategy
  • Innovation and Commercialization


  • Industrials and Manufacturing
  • Energy and Utilities
  • Healthcare
  • Materials

Education & Certifications

  • MBA, The George Washington University
  • M.S., Georgetown University
  • M.A., Georgetown University
  • B.A., Dartmouth College


  • A Strategy-First Perspective on Digital Transformation in Industrial and Manufacturing Companies

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    Industrial and manufacturing leaders must embrace a future-forward vision for their companies that incorporates, but is not predicated on, digital strategy.

  • Enabling Organizational Resilience in Industrials and Manufacturing by Overcoming Structural Value Chain Challenges

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    Industrial and manufacturing companies must rethink their position in the value chain to foster organizational resilience and remain relevant.

  • An Analysis of Bankruptcy and Restructuring in the United States

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    Huron expert, John DiDonato, contributed to a Q&A piece in Financier Worldwide related to bankruptcy and restructuring in the United States.

  • The Transformation 20: The Top Global Companies Leading Strategic Transformations

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    Sometimes it’s a financial crisis, sometimes it’s the threat from a disruptive competitor, sometimes growth just hits a wall, sometimes it’s the opportunity to ride a global megatrend, and sometimes it’s simply the result of systematic planning for the future.

  • Growth Strategy Resilience: Five Questions to Ask to Avoid Overcorrecting in a Crisis

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    The Coronavirus pandemic is presenting unprecedented challenges to businesses across many sectors, driven by issues such as weakened customer and consumer demand, disrupted supply chains, and people management challenges.

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