Developing

Professionals
- The BCG
Way (A)
Syndicate 4
1. Muhammad Adnan Darmawan (29121243)

2. Wintang Tathyo Pradipto (29121054)

3.

4.
Refa Afifah Ghina Luqyana (29121065)

Soviani Undaristiana (29121237) YP65A

5. Dian Prima Ayufita (29121098)
Introduction 1
-
-
About BCG
Consultants’ Career Development at BCG

- Promotion

People Processes 2
-
-
-
Consultant Feedback & Performance Reviews
Professional Development
Mentorship

The Challenges
- The Challenges Facing Four BCG Consultant
3 - Solution
Introduction
About BCG Consultants' Career Development at
Boston Consultant Group (BCG) was recognized as a
BCG
premier "ideas boutique" in strategy consulting. Carl
Stern (CEO of BCG) was one of only four CEOs who has
guided BCG over its four decades existence.

And this is the timeline of Development of Key BCG

Ideas:
● 1960s Experience Curve
● 1980s Time-based Competition
● 1990s Deconstruction
● 2000s The Change Curve
Career in BCG
1.Associates: module focused, work 2-3 year or going for MBA degree before promoted to
consultants
2.Consultant: module focused, need to pass three hurdles (High bar in analytical problem
People Processes
solving, ability to have positive interactions with colleagues and client and to communicate
ideas clearly, having a fit between personal value and BCG culture) work as consultant for 24
months (range 21-30 month) before promote to project leader
3.Project leader: project focused, work 21 months (range 18-24 month) before promoted to
managers
4.Managers: both project and client focused, work 36 month (range 33-45) before promoted to
associate

Consultant Feedback and

Promotion Performance Reviews
Career Progression:
BCG try and give detailed and clear
Officers feedback, both written and oral. BCG
offer relative rankings to counter
grade inflation, put as much feedback
Managers information as possible directly in the
hands of the consultants, and adapt
feedback practices to local conditions.
Project Leader The consultant performance reviews
submitted by project leaders,
managers, and officers at the end of
Consultant
project.
Associates
Professional Development
1. Staffing
Staffing offered consultants the
opportunity to build skills. Staffing pattern
determines whether you are going to be
perceived as a generalist or a specialist. At
the end of all projects, employees received
formal evaluations from whoever managed
them directly.
2. Training
At BCG, professionals engaged in frequent
formal training sessions on qualitative and
administrative topics. Formal training
helps, not only in picking up skills, but
also in socializing, building a network, and
developing a sense of BCG as a firm.
Mentorship
BCG’s called it “magic sauce” is their
ability to make consulting process
challenging and yet so much fun. And
what makes it a fun learning experience
is mentorship and guidance their able to
offer to their professionals.
They help guide consultants if they want
to talk about staffing issues or if they are
having problem with someone in the
office.
Interaction with mentors were more
informal and took the form of monthly
or bimonthly lunch or coffee.
 The Challenges Facing Four BCG
Consultant
Josh Coopersmith Solution: Josh Coopersmith job performance was good for facing his
dilemma here a solution that can we proposed:
Problem: He was given a rating of three on his performance review for his first project by the ⮚ Encourage to develop leadership skills & take leadership role
manager because he was considered condescending and difficult to work in a team. In April ⮚ Give promotion and rewards
2001, he received a one on his performance review and CDC advisor suggested that he might ⮚ Give more responsibilities and challenging role
considered applying to the ambassador program, which is designed to enhance personal and ⮚ Learn to work with his colleagues.
professional development. The ambassador program raises pros and cons that Coopersmith ⮚ Give Josh freedom of work, and opinion.
needs to discuss with his mentor, Glassman. But after a while, Coopersmith has come less and
less to Glassman.

Eric Wong
Problem: Wong struggled with BCG's business basics training and found aspects of client
presentation and slide writing particularly difficult. Wong got a project evaluation of four after
finishing the project with comment "lack polish" and "seems resistant when his team members
try to give him suggestion and feedback". And his second CDC review he got performance
review of two at the end of the case on August 2001. He needed Mr. Lao's or someone else's
advice on two issues about manufacturing project and his work-life balance which he was
growing distressed. He don't know what to do or to whom to turn for advice, but he doesn't
want people think that he can't handle work.
Solution: Eric Wong job performance was not so good and he did not
enjoy his work. So, this is the solution we proposed:
⮚ Requires employees to take trainings
⮚ Monitor CDC results improvement (1 more chance after 2
unsatisfactory results)
⮚ Mentor should provide coaching (to accommodate the job needs) and
counselling (to accommodate personal problems)
⮚ Eric must be able to work in team, don’t embarrassed to ask help.
⮚ Give Eric a support.
 The Challenges Facing Four BCG
Consultant
Michael Nelson
Problem: He lacked in practice case work, consulting craft skills, client interaction, and
analytical skills. He always struggles with his lack when working on projects. Of the 5 projects
he worked on, only 1 project gave a rating of 2 on his performance review and the rest was a
rating of 3 or 4. In early January, the CDC advisor told Nelson that he should be promoted to
stay at BCG, if the next CDC performance review in July did not improve, he would be let go.
To be promoted, he needs to work very hard, but Nelson wonder whether his absolute best is
good enough.
Madeleine
Lagarde
Problem: Madeleine is an excellent worker. She always achieves CDC performance review in
good ratings. Despite of her achievement, she felt like an expert on banking regulations and
PMI practices and felt that she was becoming the prisoner in a vicious cycle. Her enjoyment in
work evaporated as she began to feel her colleague’s expectation-laden eyes. She
uncomfortable with all this attention and began to drown herself in work, which made her work
better but her enjoyment even less.
Solution: The same case with Eric Wong, Michael Nelson job
performance was not so good and he did not enjoy his work. So, this is
the solution we proposed:
⮚ Requires employees to take trainings
⮚ Monitor CDC results improvement (1more chance after 2
unsatisfactory results)
⮚ Mentor should provide coaching (to accommodate the job needs)
and counselling (to accommodate personal problems)
⮚ Improve his communication skills.
Solution: Madeleine Lagarde job performance was good but she did not
enjoy her work. The solution that we can proposed is mentor should bond
with employees over activities that he/she enjoys in order for her to
comfortably expresses her feelings. BCG can also give her new projects
outside of banking regulation and PMI practices so that she can have new
challenges and lessons
THANK YOU