DEVELOPING

PROFESSIONALS:
THE BCG WAY
SUBMITTED BY : GROUP 9
Chakshu (H17014) | Mugdha (H17030) | Nikhil (H17031) | Shreya
(H17047) | Srushti (H17055)
 About BCG:
Situation Analysis I Thought Leadership

Founded in 1963 by 2790 offices in 55 Focus of the Employee Development

Bruce Henderson locations Organisation Client as a Partner

BCG Heritage into four broad parts Structure of the Organisation: PYRAMID

1963 - 80 Founding Officers

Growth
Attract Best Talent
Started Apprenticeship Process For Training OUT
Managers
Formalization
Introduce formal feedback to gauge
1980-85 performance Formalised Incentive for Project Leaders U
employees P
Building Capability
1985- Codification of knowledge and Formal Consultants
97 consulting training

Developing Professionals
Associates
1998-03 Competitive Advantage are its
Employees
 Situation Analysis II
People
Performance Professional
Process Recruitment Promotion
Review Development

• Localised 1. Staffing •Time Window

•Centralised •Up or Out
•Rate of Recruitment is 30% • Assigned a CDC advisor • Managed Markets on
•Compensation and Challenge Hierarchy:
• Semi Annual Feedback both sides
Associate Consultant Project
Pool: • Five Point Forced Curve • Generalists versus Leaders  Managers  Officers
65% Traditional
10% Non Traditional Scale Specialists
Leverage Ratio
25% Associates
• Oral & Written 2. Formal Training Scheme
Case Format: Feedback 3. Mentorship Program Performance Parameters:
1. Analytical Analytical
2. Emotional • BCG Fit Matrix Interpersonal
3. Success Oriented Behaviour Culture Fit

Key Stakeholder
Large Offices: Interest
BCG officers acted as sand Experiences
informal counsellors Smaller Offices: Informal
Mentorship Match
Questions @ different Dot Matrix:
stages of development Apprenticeship Score as
performance criteria
 Mentoring Styles
ADVISOR COACH
A -- Help mentee clarify career interest,
competencies, and values
-- Assist the mentee in setting specific career
C -- Model Exemplary work outputs
-- Share effective and efficient performance
practices
goals -- Provide feedback regarding the mentee`s job
-- Jointly develop strategies for achieving career performance
objectives

EXPLAINER
E -- Inform mentee on the nature of the PROTECTOR
organization`s culture
-- Tutor mentee on how to get things done in the
organization
P -- Point out things that might reflect negatively on
mentee
-- Maintain good relationship between mentee and
-- Assist mentee with routine paper work and her/his supervisor
procedures -- Agree to no-fault conclusion of mentoring
relationship

SPONSOR VALIDATOR
S V
-- Make introductions to influential people in the -- Make the mentee feel welcomed and a part of
organization the organization
-- Make recommendations for assignments and -- Serve as a confidant, offering reassurances and
advancements encouragement
-- Publicly praise the mentee`s accomplishments -- Assist the mentee in resolving crisis situations
and abilities
Problem areas for BCG : Some concerns across consultant

Problem Description
Arrogance Josh Coopersmith and Michael Nelson perceived to
be arrogant
Presentation skills Eric Wong and Michael Nelson lacked presentation
skills
Job analysis Both Michael Nelson and Madaleine Lagarde was
either not suited for the job or did not have a liking
for the job
Relationship with mentor All the consultant were either hesitant or were
intimidated while interacting with the mentor
Recommendations

Mapping of Mentors and Mentees based on the

provided framework
The framework will help in better identification of each other’s requirements

Flexible Mentors
The mentors should be changed if it is felt by the mentee that his needs are not
meant. The staffing committee can help in implementing this.

Position of person in BCG role fit to be used for input

in mentoring
The quadrant in which a person lies after 2-3 projects can provide valuable
input to the mentors to guide the whole process

Mentors should take the initiative

Mentoring is a part of performance evaluation of mentors, hence they should
make sure that they should build a rapport with the mentees to make them feel
comfortable in the organization
THANK YOU