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BCG - Boston Consulting Group

Intercultural management
by

Ivan Neumann

on 16 December 2013

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Transcript of BCG - Boston Consulting Group

Vision and values

Integrity

Clients come first

The strategic perspective

Value delivered

Social Impact


Partnership

Diversity

Respect for the individual
development
History
People and
1963
Bruce D. Henderson
1965
Distinctive Identity
"He asked what we thought that specialty should be. Many suggestions were offered, but in each case we were able to identify several other firms that already had strong credentials in that particular area. The discussion began to stall. Then Bruce asked a momentous question: 'What about business strategy?' I objected: 'That's too vague. Most executives won't know what we're talking about.' Bruce replied, 'That's the beauty of it. We'll define it.'"

—Robert E. Mainer
1970
100 consultants

London
Office
+
2003
Hans-Paul Bürkner
non-U.S.-born
C E O
hief
xecutive
fficer
.
Today
19
5
30
2
3
19
more than 6200 consultants
“We seek to be agents of change—for our clients, our people, and society overall.”
Creating competitive advantage
with passion and trust
Driving sustainable impact
through unique solutions
mobilizing organizations
Identify the highest-value
Building capabilities and
Succeeding together
opportunities
Long-term view
Collegial environment fosters continuous learning
Teamwork and cooperation are essential for success

(both internally and with clients)
Partnership
accept, value, and incorporate the contributions of people

a wide variety of backgrounds

Diversity of thought, expertise, experience, and background
Diversity

Regardless of position, we treat people with consideration
value ideas on their merit, not on the tenure of their source
respect requires both truthfulness and empathy
Respect for the individual
Diversity counts
Pathfinders
Curiosity
Leadership
Impact
YOU
WILL
WIN
WITH
BCG
CONTINUOUSLY
EXPANDING
CAPABILITIES
MAKING
CAREERS

SUSTAINABLE:
PTO
Predictability
Training
Open Communication
& evaluation management
Leadership, performance
Pace setting
Couching
Transformational
-high
performance standards for self and the group

-Showing employees
how to improve their performance

-Team transforms even when it's uncomfortable

Behavior
Pace setting
Couching
Transformational
Staff:
-self-motivated
-highly skilled
-Develop individuals
-Pursue innovative and creative ideas and actions
When to use it
Pace setting
Couching
Transformational
-Cannot be
sustained too long
-Danger of burnout

danger of
micromanaging

-High productivity and engagement
-Detailed-oriented people to ensure scheduled work is done

Impact on others
Leader
Consultant
Consultant
feedback
feedback
feedback
culture world
Organizational design,
BCG Career Path
PRINCIPLES OF
“One
man

principle
one
vote”
Partners
define
culture
Defined
path
career
BCG’s
CULTURE
I
I
I
I
I
I
I
I
Group events
Temporary cross and inter-office transfers
How can we translate our strategic objectives into organizational requirements?

To what extent can productivity be improved while our cost base is being cut?

How can we reduce organizational complexity (bureaucracy) and still maintain necessary control?

What characteristics do we need to be a high-performance company?
Challenges BCG
Competencies BCG
Full transcript