Boston Consulting Group

Relations with Management

8.4 / 10
31 reviews
How would you describe relations with management at your firm?
Does the management keep you informed of firm-wide decisions?
Are you able to contribute to these decisions?
2012 Reviews

  • Incredibly good feedback process, both upwards and downwards.

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  • Very accessible and an excellent set of partner group. They are tough but encourage active dialogue/debate and look to hear out everyone on the team irrespective of how junior they are.

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  • Managers are very accessible but it is also your job to be proactive and ask for feedback or for help if you need it.

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  • Very good mentors but they are very busy - can be hard to get time.

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  • You meet with your direct project manager every few hours typically. You meet with partners less often, but still you far get more exposure to them than you do to 'senior management' in standard corporates. In general the project managers are excellent mentors. Feedback and praise/recognition are extremely important at BCG - it is one of our core strengths.

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  • All managers and partners are extremely accessible, very supportive and friendly. Feedback and training from senior people is extremely good.

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  • Loads of performance feedback all of the time. Excellent mentoring and very accessible managers on the whole.

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  • Every case I do is evaluated by my Project Leader, with input from the partners on the case. Every 6 months my overall performance is reviewed by a committee of partners and principals, where a decent chunk of time is dedicated to assessing each individual. Internal communication is pretty good, and feedback - good and bad - flows freely. The non-consulting teams, e.g. HR are fantastic.

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  • Management is very open. During office Friday, you can sit at the same table and have a friendly chat with the office Administrator (More senior partner).

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  • You work directly with high level management and have exposure to them on a day to day basis. They are, mostly, accessible and generally good mentors even if their work/life balance is still pretty poor.

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  • I have found that on the whole my managers have been accessible and made good mentors. Managers have formal upward assessments on a fairly regular basis, and the impression I have is that this is effective in incentivising the right behaviour.

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  • Very rigorous performance feedback process, with formal and informal sessions throughout every case. This is a great place to learn business skills and also about your own strengths/weaknesses.

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  • Managers are constantly changing, so you have to manage your own career along with your career advisor. Depending on your level of seniority and tenure with the firm you will have different levels of interaction with your project leader.

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  • Managers are highly accessible and their mentoring skills are a core part of their job requirements. Feedback and evaluation is a core part of life at BCG and goes upwards as well as downwards. Internal comms is open: there are several forums for open discussion and even the most awkward questions can be asked.

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2011 Reviews

  • The partners are extremely good at informing the office of decisions and are very good at including the office in these decisions.

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  • Employees at all levels are invited to participate in discussions around major changes and decisions are always communicated very clearly.

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  • Decisions which are genuinely firm-wide (global) tend to be made at the partner level, and one needs to trust the partners will represent the interests of the office sufficiently. In some cases, consultants participate in surveys and pilots to help management make decisions – this was exemplified by a recent project to upgrade BCG’s laptops internationally as well as to consider replacing BlackBerries with iPhones. However, most decisions are made at office level, due to BCG’s structure as a partnership. Here there are multiple channels to the management, both formal and informal, as well as anonymous channels to provide input. That said, one should realistically expect that decisions will be made for the long-term commercial benefit of the office, rather than any specific individual. Some elements of how the office runs are done through committees which combine support staff, senior management and consulting staff – consultants have direct responsibility over some of our decisions on university marketing for instance. Overall, I have had no issues with any of the decisions made and have been able to contribute where I have felt compelled to. As a relatively small company I think the level of influence we have as consultants is likely to be quite high compared to other industries.

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  • Very transparent and formal process on important decisions, with input from staff at all levels across the business.

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