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For us, entrepreneurial mindset. And I’d assume the same at BCG. Very little of our work is “follow the playbook”. Much is ambiguous. Even with a single engagement, there is usually terrific room for new ideas and ways of working as thinking. And all client development and practice building (as you become more senior) is underpinned by entrepreneurial hustle.
Don’t think it’s that clear cut.
My first project was an innovation project for a CPG company. While most cases might be more “traditional”, we have a whole arm, BCG Digital Ventures, devoted to this kind of work.
Definitely entrepreneurial mindset.... our whole company is built on that approach, from how we develop IP down. The people who are dissatisfied here are people who don’t recognize that and don’t behave in an entrepreneurial way.
Look I think there should be some other choices. The term entrepreneurial is way too overloaded. You are definitely not a business owner trying to find a product market or service market fit. On the other hand there is no way we justify our bill rates with rote copy paste of existing work.
That said as a low or mid level person, the partners do have subject matter expertise and we will often opt to use an existing structure / solution that is a good one 80% of the time. You will fill in the meat which requires some level of creativity and customization.
Remember the goal, we want to deliver a high quality solution with limited risk rather than 10% chance beautiful world changing solution and 90% project failure chance.
Definitely the latter. In fact I got dinged for pushing against the copy/paste and "follow the playbook" approaches from my team.
Lesson learned.
Me too— it was stifling. On every case (at least the ones I was on), it was essentially the same process: pulling old material from KN, plugging in client data, asking visual services to change look of old material, presenting as „original" work to client...
So I left for a startup :) It’s tough, but I’ve been happier.
Not just BCG, but in consulting in general it depends on your career step and partner cluster. When you’re a senior principle or partner you’re responsible for bringing in revenue, thus it’s about building a business platform and driving client relationships (e.g. being entrepreneurial). As an A/C or PL your job is to execute on the project that’s been sold (which could require various degrees of an entrepreneurial mindset depending on the case)
If you just follow procedure - you probably won’t last at BCG a lot... the only times I’ve got prompt feedback is when I’m not bringing new ideas and perspectives to the tables and just running through a checklist
Sometimes you fall into a trap of doing that on burner cases, but it’s often noticed and checked - atleast that has been my experience here