People in organization resume developing professional the boston consultant groupDeskripsi lengkap
Modern Professional ResumeFull description
Tailoring Suits the Professional Way by Poulin, 1973 Publisher: Chas. A. Bennett Co. Inc. ISBN 87002-128-1
For any teacher interested in practical activities for professional development
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Developing Human
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Developing Human
bcg guide
An introduction to perfumery with recipes .
An introduction to perfumery with recipes .
Cooking book.
Cooking book.
Discuss The Way of the World as a brilliant example of Restoration Comedy.
The Way of the Shaman
The Process of Developing Assessment
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Developing Professional – The BCG Way ( A )
Prole
The Boston Consulting Group (BCG) is a global management consulting frm and the world's leading advisor on business strategy. BCG was ounded in !"# and is a private frm comprised o $%&$$ total sta woring in & o*ces in + countries% with ,$& revenues o -&.$$ billion. BCG partners with clients in all sectors% industries and regions to identiy their highestvalue opportunities% address their most critical challenges and and tran trans sor orm m thei theirr busi busine ness sses es.. BCG' BCG's s e/pe e/pert rtis ise e incl includ udes es unc uncti tion onal al practices
such
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corporate
development%
global
advantage
(globali0ation)% inormation technology% mareting 1 sales% organi0ation% opera operati tion ons% s% stra strate tegy gy%% soci social al impa impact ct22 and and indu indust stry ry prac practi tice ces s such such as consumer consumer 1 retail% retail% energy% energy% fnancial fnancial institutio institutions% ns% health health care% care% industrial industrial goods%
insurance%
public
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technology%
media
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telecommunications BCG's Business 3ervices Team is an integral part o a successul global global frm and is compos composed ed o talent talented ed proe proessi ssiona onals ls in the areas areas o 4inance% inance% 5uman 5uman 6esour 6esources% ces% 7normatio 7normation n Technology% echnology% 8egal% 8egal% 9areting 9areting%% :perations% and 6is. BCG's BCG's ;nowle ;nowledge dge :rgan :rgani0a i0atio tion n wors wors in close close collabo collaborat ration ion with with consultant case teams and other groups within our frm to help create% retrieve% organi0e% and analy0e the nowledge that enables BCG to deliver superior business value or clients. Specialties
Consumer insight% corporate development% corporate fnance% digital econom economy% y% global globali0a i0atio tion% n% growt growth% h% inorm inormati ation on techno technolog logy% y% innova innovatio tion% n% mar maret etin ing g 1 sale sales% s% opera operati tion ons% s% peop people le 1 orga organi ni0a 0ati tion on%% post postme merrger integration% ris management% strategy% sustainability% transormation
BCG
Talented Candidates =erormance reviews and development =romoting
Consultants Career Develop!ent at BCG
BCG consultants go deeper to solve our clients< biggest challenges and mae a positive% lasting impact on their businesses and the world. The biggest characteristic o BCG's career development is the practical use o toplevel resource. >mployees could accumulate their nowledges through the pro?ects and discussions with e/perts inside or outside the company. Pro!otion
Career progression or BCG was as ollow associates to consultants to pro?ect leaders to manager and at the end as o*cers ( include vice presidents and senior vice presidents ). @ll the proessional were always considered or promotion not strictly by tenure but within a time window. But not only in that situation% when their superiors elt that they had the ability to perorm at the ne/t level and had the potential to continue developing sill can be promoted to the ne/t level. ;ris 5olland% as the head o global apprenticeship said that it need to be at least two years o gaining e/perience to be able to mae the maret more open up.
Consultant fee"#ac$ an" Perfor!ance %evie&s
They try to help our consultants develop the competencies to conduct and deliver highAuality research and also en?oy the process. 7t
succeed they still help them trasition to more productive and en?oyable settings or the frm.
Bac$groun" ( conte" )
=roessional development
3ta*ng The mentor believed this give the opportunity or the consultant that have to be proactive to build sills. @nd the best way to develop the abilities and insights is on the spot in case teams. 7n real case% someone needs to now their strength and weaness in their department. @nd let the sta*ng department nows i someone need to develop more at some point o their weaness or to get better at their strength. 3ome people lie to be a specialist and another wants to be a generalist. =eople who is specialist in their department means they wor hard and they were actually good at it. They are so committed that they get respect immediately. But some people believe business ?udgement develops aster i your are a generalist.
Training Besides CC advisor% incoming consultant were assigned mentors% BCG o*cers who acted as inormal counsellors to the consultants. 4ormal training helps the proessionals in picing up sills% sociali0ing% building a networ and developing a sense o BCG as a frm. Training was not limited only to entry level consultants. 4ormal training sessions were oered throughout proessional C ) own below describes schematically how proessional were e/pected to develop on each o BCG
7n this system their proessionals learn primarily through apprenticeship and provides recruits with a support system at BCG but then still e/plain that e/perience is the best teacher ater all. The 'entorship
7n large o*ces% mentors were ormally assigned to consultants based on interest and e/periences. 7n smaller o*ces% the assignment process was inormal% with consultants choosing to confde in senior colleagues with whom they elt comortable. The dierent between mentor and CC advisor are inormal and ormal and rom mentors have a nonevaluative role. There is no time limit with mentor sharing. @nd the role o mentor eep evolved as the consultants growing to progressed. @t the frst si/ month meeting the consultant ?oining the BCG% mentors e/plore ?ust a ormal frst e/pression Auestion. @t the , month progressed% mentor started to as more detail developmental strengths Auestions. 7t
the
Auestion are about how was their progressed based o their strength reviews and is it helpul or them. @nd they should be promoted by the month ,+ and i not they need more reAuent conversations with their mentors. The our BCG consultants are osh Coopersmith% >ric Hong% 9ichael Ielson% and 9adeleine 8agarde. A osh Coopers!ith 'entor * 'atthe& Glass!an
@t age , osh Coopersmith received his bachelor
Dnder a senior vice president in BCG
9atthew Glassman% who had mentored consultants over his years with the frm% ?oined BCG
a. @t frst he elt a little pessimistic about how osh maybe will not see or help or not to bother to as the manager to solve a problem. b. Hellnown about osh personality% and always encourage him c. By the time past% or ne/t pro?ect 9att can see the dierence with osh behaviour and started to see help and advice. d. Thins osh taing the program or a wrong purpose e. >ven though 9att thins osh is smart and hard woring% he hope osh will learn to with the team. B +ric Wong 'entor * 'ichael ,ao
>ric Hong ?oined the research and development department o a large manuacturing organi0ation in Cleveland% :hio% upon his graduation at 9assachusetts 7nstitute o Technology ( 97T ). >ric started an 7nternet startup that is designed to collect% collate% and provide inormation on the lasts in automation engineering. 7n une ,$$$ >ric ?oined BCG to learn something dierent other than manuacturing engineering and moved to 5ong ;ong. 9ichael 8ao as his mentor was slightly cold and rigid mae him believed that its not going to be a good help or him to manage. @t his frst pro?ect% an automobile manuacturer that ended in anuary ,$$% >ric received his evaluation o our rom CC review. The reason were a 8ac o presentation and client sills in ?ust business basic training. # 5e need to be open to receiving eedbac rom the mentor. c 6euse to tal to mentor and choose to develop and wor on his
weaness by himsel The second staed or >ric was in 9arch ,$$ % on a astmoving post merger integration pro?ect in manuacturing. @t @ugust ,$$% >ric got his second CC review a perormance evaluation o two. Because o his hard wor and dedication with the team members. But then other problems that bother >ric is that about how people mae him a specialist at E manuacturing case EmanuacturingF. 5e still need to develop more outside the manuacturing case and his wie thin that what he been doing will simply unsustainable or their marriage. >ric Hong reveals that he is not comortable woring in the manuacturing sector% and his seniors try to get him a position outside o it but cannot.
>ric believed that he need to wor on his personal by him sel and didn
Hith the same manuacturing bacground that he had with >ric in Dniversity o Iew 3outh Hales% 9ichael 8ao ?oined as a vice president with BCGric eectively i eep his personal proud individual too long. C 'ichael -elson 'entor * ,arisa ."gen
@t age ,! Ielson chose BCG to try management consulting based o how he loved the people% culture and intellectual history o the frm that may ft him well. 5is frst pro?ect% a strategy case or manuacturing client% made him elt that he was unable to do a proper analysis on a client due the time sharing. 5is training program ended in 3eptember ,$$$ with a three on his perormance review. 5e was araid i he too to much wor in analysis or a consumer good client would lead the team to thin that he might be arrogant and aggressive. Ielson then received a our or his ne/t pro?ect review because o his lac o presence in client situations% slide writing% communication and nowing how deep to go in analysing problems. But then Ielson was surprised o how helpul his mentor% 8arisa% or her suggestions or what he need to improve and how direct she was. ue the ne/t big pro?ect Ielson was surprised or a two o his perormance review and got invited rom the team manager to do ollowon wor or the same client. But the moment when Ielson thins he do the great ?ob or the pro?ect he received a perormance raning o our. CC advisor e/plain Ielson that he need to fnd some way to stand out and reaching out or
help. Hhen his pro?ect ended in ecember ,$$% Ielson eel that he need to consul about his up and down perormance to his CC advisor% 8arisa. 8arisa said ranly that he need to wor hard to improve his weaness so that he can be promoted or the ne/t period. The review about Ielson a. b. c. d. e.
Dncomortable ob @raid o being missed interpreted as arrogant and aggressive Iot confdent Hea in presentation sills and business nowledge Hea in analytical sills
@ter nine years ?oined at BCG Iew Kor o*ce she had received awards or her sill and dedication in mentoring BCG@ 9B@% 8agarde began woring as a consultant in BCGric =eret as her mentor. 5er frst pro?ect and second she got a perormance review a one and a two on her dedication to the wor% drive to succeed% team spirit% and humility. 3he eeps doing the great ?ob perormance even ater the third pro?ect mae her an e/pert. @t wor her colleagues always e/pected her to be awesome% this all attention mae her en?oyment less un than beore. The review a. 3he elt di*cult to confde with >ric or a consul b. Good at wor but didn
>ric =eret ?oined BCG in !! as a vice president. @ter successully managing the o*ceric ?ust tried to oer her about his e/perience and simple advice. 9adeleine 8agarde told >ric that she elt out o place in a consulting environment. Then >ric helped her thin this through and consider taing a position at another BCG o*ce or a short sabbatical.
Pro#le! "enition
BCG ?ust ocus on the corporate perormance and proft. @t some point it lose it
9entor at the BCG need to be trained as well
/
5ow they choose the mentor or the company should be based by
the interpersonal and technical sill rom the mentor / There need to be a group mentoring program / :b?ective measurement is the ey o the mentoring system