Article
18 min read
Employee Development at BCG: Learn How to Build a Professional Growth Culture
Global HR

Author
Lorelei Trisca
Published
January 31, 2025
Last Update
January 31, 2025

In the bustling world of global management consulting, Boston Consulting Group carves a niche with a work culture that epitomizes continuous learning, career growth, flexibility, and innovation. BCG is a workplace that encourages intellectual curiosity and where employees are constantly challenged to develop new skills, broaden their horizons, and push beyond the conventional boundaries of thought.
An emblematic endorsement of this fact is BCG’s rating as number one in Comparably’s annual Large Company for Career Growth list for four years in a row in 2021, 2022, 2023, and 2024.
Learn all about
- The methods and programs Boston Consulting Group uses for employee growth
- How BCG empowers employees to own their development paths
- BCG’s core ethos of growing people and celebrating their success
- The role peers play in enhancing one’s professional growth at BCG
- How leaders contribute to individual success stories
In this case study, we’ll examine BCG’s philosophy and methods for learning and development. We’ll also dissect the numerous L&D strategies and programs that BCG has established to ensure that its workforce remains at the forefront of technological trends and advancements. You’ll learn how these initiatives have catalyzed personal and organizational triumphs with multiple insights from former and current BCG employees.
Disclaimer: The data outlined in this content is accurate at the time of publishing and is subject to change or updating. Deel does not make any representations as to the completeness or accuracy of the information on this page.
BCG's L&D philosophy
BCG is demonstrating that the focus of people processes isn’t merely about achieving business objectives. It’s also about nurturing employees, helping them grow, and forming more profound, more meaningful connections.
They encourage a culture of continuous learning and improvement, recognizing and celebrating achievements, and strongly emphasize mentorship and inclusivity.
“We invest deeply in our people, through training, mentorship, and a culture of apprenticeship—engaging recruits from day one, accelerating their personal growth, and providing them with the opportunity to find their own paths. This is deeply embedded in our culture at all levels.“—Rich Lesser, Global Chair at Boston Consulting Group, Purpose at BCG: How We Grow by Growing Others.
Grow by growing others
BCG cultivates a culture of innovation, encouraging its people to:
- Challenge the status quo
- Think creatively
- Bring fresh, groundbreaking ideas to the table
But more interestingly, BCG promotes mutual growth and ownership. This approach is deeply ingrained in how leaders approach their team’s growth and how peers routinely share knowledge.
Reflecting on BCG’s principle of growing while growing others, Sharon Marcil, Senior partner and North America Chair at BCG, defines success as a shared achievement rather than a personal triumph:
“It’s personally rewarding to support and mentor people and also to cheer for them as they succeed. And it’s professionally rewarding because, as these people find momentum, they bring success back to the firm—building new capabilities and partnering with clients in ways others hadn’t, establishing relationships and serving clients that we wouldn’t necessarily have served if these partners hadn’t been elected.”—Sharon Marcil, Senior partner and North America Chair at BCG, quoted in Purpose at BCG: How We Grow by Growing Others.
Recognizing achievements and encouraging continuous effort creates a sense of belonging, a workplace where every effort is appreciated and every achievement is applauded.
“BCG is willing to invest in its people and provide continuous learning and development to nurture leadership. [...] BCG has given me a lot of opportunities and skills that I would not have learned elsewhere. One of the biggest ways that BCG contributed to my personal development is in leading and working with others. Those who start on the consulting track will become managers within a couple of years. I had to quickly pick up skills, such as giving feedback and managing people, which helped to accelerate my career. Everything I’ve learned I have applied to different roles, both inside and outside of BCG, and I’m still constantly learning.” —Don Haney, Global Learning & Development Learning Journey, Senior Manager, BCG Atlanta.
Managers as coaches: The key role of feedback
Sharon Marcil also stresses the key role of a manager as a coach who personally invests in their people and shares specific feedback, enabling them to learn more and become better:
"You keep giving them [i.e. your people] feedback. That way, they are always learning more—and doing better work for the client. [...] As you get to know them better, you’re able to give them the kind of feedback that they can really internalize and grow from. And you learn the best ways to celebrate them, reward them—and motivate them, as well.”—Sharon Marcil, Senior partner and North America Chair at BCG, quoted in Purpose at BCG: How We Grow by Growing Others.
Constant improvement, better service, greater satisfaction, and personal growth are all possible with effective feedback guiding your people. But as Sharon notes, feedback isn’t a one-size-fits-all situation.
Embracing flexibility and tailored growth paths
By understanding each team member’s strengths, weaknesses, and motivations, you’re crafting a tailor-made growth recipe for each individual. This personalized feedback can foster true self-improvement, based on mutual trust and understanding. Additionally, recognizing the modern workforce’s evolving needs, the firm actively promotes flexibility, ensuring a healthy work-life balance.
These attributes form BCG's DNA, making it magnetic for top-tier talent and offering the firm a significant competitive advantage. BCG’s culture of flexibility and innovation further strengthens its position as an employer of choice.
How does BCG enable employee growth and development?
Collaboration, continuous improvement, and a strong focus on personal and professional growth are key pillars of L&D at BCG. In a nutshell, BCG’s L&D strategy is robust and well-structured, providing employees with frequent feedback and definitive development plans while rewarding their growth and performance.
However, it requires significant commitment and effort from employees and managers. This investment ensures that BCG employees continually evolve and improve their skills, contributing to BCG’s standing as a leading consulting firm.
Empowering employees to take ownership of their BCG journeys
At Boston Consulting Group, the journey to success is as unique as the individuals who embark upon it. This commitment to individual development is deeply embedded in BCG’s ethos and is reflected at all levels of the organization. The firm strongly emphasizes continuous growth, nurturing a rich ecosystem of opportunities for every member to shine.
“Unlike at many corporations where one person gets the senior-level job and the others don’t—with finite slots at the top—at BCG, we have tremendous opportunities to find new sources of value creation for our clients and growth opportunities for our people. We’re able to embrace great people and help them through the phases of their career. In so doing, the firm becomes not just bigger but much better, and each individual stays on a steep personal learning curve.”—Rich Lesser, Global Chair at Boston Consulting Group, Purpose at BCG: How We Grow by Growing Others.
BCG’s Learning and Development policy is far from a one-size-fits-all approach. Instead, it opens up an array of paths, allowing team members to write their unique growth stories and redefine what success looks like. BCG is not just about growth—it’s about personal and meaningful growth, propelling its people on an ever-evolving steep learning curve.
“BCG has always supported my growth. A manager once told me that my trajectory at BCG has been very ‘colorful,’ and I think that’s exactly right. I have never really done things by the book. I didn’t have a plan for my career. I have always just tried to follow my interests.
I think that’s a perfect example of how BCG supports you. They have some more concrete, linear paths you can follow, but you can also create your own path through internal mobility options. I think that’s probably very useful for people who want to join BCG to know that. You don’t have to follow the same track as everyone.
Looking at where I started and comparing it with what I’m doing now—it’s completely different.”—Lluch Garcia, Global Offer Director, Sales at BCG Munich.
Employees at BCG work on a project base. However, growth and development remain a pillar of their work even with changing projects and customers. At the outset of every project, the employee defines a growth agreement with their direct supervisor. This agreement covers:
- The development goals that the employee strives to achieve
- The specific action items both parties must take to enable goal completion. So, it’s not just the employee who must complete specific actions. The supervisor is also accountable for their people’s success
Once the project starts, the employee benefits from biweekly feedback and coaching sessions with their direct manager and an additional round of meetings every 6-8 weeks with the Managing Director.
These talks guide the employee with feedback and advice and help calibrate expectations according to the employee’s progress.
Once the project is complete, the employee receives a comprehensive review from the direct manager with input and sign-off from the Managing director.
This review covers key areas such as:
- Core consulting skills
- Development trajectory (quantitative and qualitative aspects)
These reviews are instrumental for the Career development committee meetings.
“Along with your technical and domain-level knowledge, you get to grow professionally as part of BCG. BCG focuses on the overall growth and development of an individual.”—An employee with 3+ years of experience at BCG in a Glassdoor review.
Career Development Committee (CDC): Structured approach to performance and career development
Career Development Committee meetings occur twice a year, where a career development advisor collects the reviews that employees get at the end of their projects, holds discussions with colleagues who have worked with the individual, and reviews employee self-assessments.
The advisor then writes a briefing and presents it to the CDC, making decisions regarding the overall performance, growth rating, and promotions. The promotion timing is discussed explicitly, offering four options ranging from being on track to promotion to no path forward with immediate counseling.
Career development isn’t left to chance at BCG. This rigorous process ensures a holistic understanding of the employee’s performance and potential, informing decisions about promotions and future development trajectories.
Access to a global online catalog of training content
Training and development at BCG go beyond the traditional approach of compulsory training programs. Instead, it is rooted in the belief that individual growth is best achieved through ownership of one’s learning journey.
“At BCG, we don’t force people to take part in our programs. That is why engagement is important – we show employees how to own their learning journeys. We offer them a platform that makes learning enjoyable and has a real impact on their careers. Learning is one of the most critical parts of life at BCG and every employee is encouraged to regularly upskill themselves for a brighter future. [...] The most important thing to know is that growth comes by growing others, and we welcome you to grow with us.”—Arpit Johri, Global L&D Operations Manager at BCG.
BCG offers access to a comprehensive online catalog of training content to personalize the employee learning journey. These include various subjects, from exposure to tech products to leadership development. Employees can choose the modules that best suit their learning needs and career aspirations. This flexibility and personalization make BCG’s L&D program unique and highly effective.
“We defined the e-learning vision and strategy for BCG, devised the user experience and interface, established the infrastructure and platform, designed learning curricula for different cohorts with high-quality content developed across various topics, drove change and communication across the firm, planned metrics dashboard to measure success—and most important, we continuously enhance LAB [i.e. BCG’s distant learning platform] content and features for better learning experiences.”—Cynthia Hui, Global Learning Experience Design Director, BCG Taipei.
Hui’s insights illustrate the meticulousness with which BCG’s L&D program has been devised, ensuring the highest quality of learning experiences for all cohorts.
The commitment to improving capabilities can be likened to a seasoned chef improving a restaurant’s performance, as beautifully analogized by Barbara Thompson, former Global Learning Innovation Manager at BCG London:
“Often, Learning and Development is a business function that isn’t broadly understood by the public. In a way, I see my role like the role of someone like Gordon Ramsay. He has a TV program where he visits restaurants looking to improve their performance, and he seeks to understand what is going on by observing the restaurant in full flight with all the customers there. He then goes in to speak with all of the restaurant staff and comes up with ways to improve their capabilities or services.”
Strong peer learning culture that happens even outside formal programs
At Boston Consulting Group, an essential part of the learning and development (L&D) philosophy lies not just in individual learning paths but also in the culture of mentorship and knowledge-sharing that permeates all levels of the organization.
“As I spend more time here, I learned that hierarchy doesn’t really exist. You can talk to anybody and are encouraged to share your thoughts and ideas. People at BCG are always happy to support you on your journey.”—Arpit Johri, Global L&D Operations Manager at BCG.
This openness to communication and collaboration creates an environment where people can exchange ideas freely, and support is readily available.
“I frequently hear stories like this in my travels: a consultant turns to a colleague for help with a type of analysis he’s unfamiliar with. The colleague sets aside two to three hours to work it through, even though it’s not her case or team. ‘I don’t expect anything back,’ I hear people say. ‘Others do the same for me. That’s just how it works here.”—Rich Lesser, Global Chair at Boston Consulting Group, Purpose at BCG: How We Grow by Growing Others.
These stories reflect the ethos of mutual aid at the heart of BCG’s culture. Moreover, this spirit of collaboration and mentorship is not just empty rhetoric—it is actively lived and embodied by BCG’s team members.
As an example, Ernest Saudjana, Managing Director & Senior Partner, BCG Indonesia, recounts his early experience with the firm’s mentorship culture:
“My project leader in my first case gave me a practical tutorial on how to build a model, and I would say that was the most effective ‘classroom training’ I’ve ever gotten. It was my first exposure to the strong mentorship culture within the firm. People I consider my mentors have always been there to help me think about how I can push my potential further and share their own experiences. That support has made a lasting impression, and I aim to also do the same with my team and mentees.”
For Lea Poquerusse, former Project Leader at BCG Paris, the firm’s buddy program, coupling fresh recruits with experienced mentors, has played an instrumental role in her career development. She sheds light on her experiences at BCG in a candid YouTube video, reflecting on her journey at BCG: an exploration, each day offering new opportunities to delve deeper and broader into her field of work.
These testimonials demonstrate that learning and development extend beyond individual efforts at BCG. They are facilitated by an ecosystem that encourages knowledge sharing, mentorship, and continuous support.
At its core, BCG’s L&D policy is deeply intertwined with its culture of collaboration and mutual growth, fostering an environment where every team member is invested in each other’s success.
Return to BCG program: Supporting high-performing alumnae in their return to BCG
BCG has launched a global Return to BCG program designed to support high-performing female alumnae as they reintegrate into the firm’s dynamic work environment. The program aims to make the return journey viable, sustainable, and fulfilling.
“The Return to BCG program for high-performing alumnae provides formal support and structure for women who have left the consulting track and wish to return to the BCG community to help solve our clients’ most complex problems.”—Matt Krentz, Senior Advisor, BCG in Return to BCG Program: Supporting high-performing alumnae in their return to BCG.
The critical offering combines a familiar yet evolving work environment, a globally implemented predictability and flexibility model, and customized reintegration plans.
The Return to BCG program ensures that each returning alumna can customize her re-entry according to her past experiences, current needs, and future career aspirations. This is made possible through various guiding pillars of the program, including formal and informal sponsorship and mentorship, personalized learning and development plans, one-on-one executive coaching, Career Development Committee (CDC) advising support, and connection with peer cohorts and practice area members.
This program’s success is not just theoretical; several returning alumnae have shared their positive experiences. They praised BCG’s commitment to career flexibility, the firm’s support in enabling their successful reintegration, and the value their time away from BCG added when they returned.
Let’s look at a few experiences from the returning alumnae:
“Before returning, I shared my concerns about returning as a project leader in a country I was still getting to know, with two partners in the Sydney office. They were a great support. I was assigned a buddy project leader who gave me valuable insights into my new position. I also started at the same time as a batch of new hires and was able to meet a lot of new colleagues at once.”—Shira Raber, former Partner, BCG Sydney in Return to BCG Program.
“BCG is highly committed to finding ways to make a career with the firm possible for everyone. This was a key factor in my return. BCG has given me fantastic support through the managing partner for Australia and New Zealand, practice area partners, my business partner, my career development advisor, and my case teams.”—Wendy MacKay, former Managing Director and Partner, BCG Sydney in Return to BCG Program.
The ambassador initiative
Recognizing the importance of global exposure, BCG has introduced numerous programs, such as the Ambassador Program for consultants aspiring for international experience.
Through the Ambassador Program, second or third-year consultants are chosen to work in a BCG office overseas for a year. This is in addition to other global mobility options and informal opportunities to work on international projects across various offices.
A 20+ year veteran at BCG, Christine Barton, praises the firm’s flexibility and diverse career paths. She reminisces about his unique journey, working across numerous countries and offices, taking well-deserved breaks, and feeling empowered to chase her passions.
“Over my 18 years at BCG, I’ve been in two countries. I’ve been across four offices. I did that before there was a thing branded ‘Mobility.’ I have been part-time before there was a thing branded ‘Flex time.’ I’ve taken multiple leaves of absence before there was a thing branded “Time for You.’ I teamed extensively across local offices before, and that was a common thing to do.”—Christine Barton, Managing Director and Senior Partner at BCG.
Employee resource groups
These groups serve as vibrant forums where employees can connect, share experiences, and learn from each other. They also play a critical role in promoting organizational diversity and inclusion.
By supporting these groups, BCG emphasizes its commitment to fostering a diverse and inclusive workplace where everyone feels valued and can contribute to their fullest potential.
Deel Engage
Reasons behind BCG’s L&D strategy
1. Upskilling is no longer a nice-to-have policy in today’s ever-evolving business world
BCG shows dedication to employee development and wellbeing by unlocking its multidisciplinary teams’ potential, fostering open communication, and bolstering psychological safety.
“In my current role, I lead international teams to upskill our worldwide consulting staff, helping them acquire new skills and be well-prepared for this disruptive digital age. I enjoy this role as I can combine my passion in learning and people, and I feel like I am living one of BCG’s purposes - grow by growing others, everyday!”—Cynthia Hui, Global Learning Experience Design Director, BCG Taipei.
2. Employee growth happens in environments that foster psychological safety, ownership, and camaraderie
What really makes BCG stand out is the psychological safety that’s fostered within its teams. It’s a place where employees can openly discuss weaknesses or struggles. To be in an environment where one’s not just allowed but actively encouraged to express challenges to reach out when needing help—now, that’s a culture to aspire to build.
“One of the aspects that I love most about working at BCG, and in the L&D area specifically, is that we are collaborative. Candidates looking for very collegial environments and to leverage their unique skillset on a team of varying skillsets are a great fit. [...] We all come together to share ideas and identify which are the best. While the environment is prestigious, the community at BCG is also supportive. I never feel vulnerable talking about weaknesses or struggles that I am having. There is a lot of psychological safety that I feel on my team, and I am comforted by people willing to offer helping hands. This sense of community makes me feel valued, and I know I belong at BCG.”—Frieda Hsu, an AP Consulting Learning & Development Senior Manager, Promoting Professional Development at BCG.
3. BCG infuses its people policies with the company values as a way of walking the talk
At the core of BCG’s success as a market leader lies a robust culture that revolves around well-defined and frequently communicated values. BCG places the utmost importance on upholding the highest standards of ethics, business conduct, and company principles.
Every organization member must embrace and adhere to these standards, ensuring they are ingrained in everything they do. Maintaining this strong culture fosters an environment of integrity, accountability, and excellence, which sets them apart in the industry.
The key to BCG’s L&D success
The BCG Learning and Development program highlights BCG’s commitment to its employees by offering a wide range of opportunities, from employee resource groups to personalized online training modules. Furthermore, it supports continued education, promotes a healthy lifestyle, and incentivizes employees with attractive perks and recognition.
These aspects underscore BCG’s dedication to its employees’ professional advancement and contribute to a diverse, inclusive, and thriving workplace culture.
“When you work alongside the most talented people in the world with top-rate resources on phenomenal projects, growth inevitably happens.”—Judy Oh, Senior Strategy Director, BCG BrightHouse Georgia.
The BCG Learning and Development program highlights BCG’s commitment to its employees by offering a wide range of opportunities, from employee resource groups to personalized online training modules. Furthermore, it supports continued education, promotes a healthy lifestyle, and incentivizes employees with attractive perks and recognition.
These aspects underscore BCG’s dedication to its employees’ professional advancement and contribute to a diverse, inclusive, and thriving workplace culture.
- Continuous learning and upskilling: BCG uses a comprehensive e-learning platform, LAB, to facilitate continuous upskilling of their consulting staff, equipping them with skills needed for a disruptive digital age
- Inspirational projects and driven workforce: Working alongside extraordinary talents within BCG and among their esteemed clients fuels an insurmountable wellspring of inspiration. Each project gathers brilliant thought leaders and innovative pioneers who inspire employees to cultivate groundbreaking ideas that ignite positive organizational transformations. The privilege of collaborating shoulder-to-shoulder with such a diverse, intellectually charged, and purpose-driven cohort compels personal excellence every single day
- Internal mobility and custom career paths: At BCG, employees are not bound to follow a rigid career path. They are encouraged to pursue their interests, which can lead to diverse and unique career trajectories
- Investment in people: BCG invests in its people through continuous learning and development initiatives, nurturing leadership, and encouraging employees to take on managerial roles early on
- Strong mentorship culture: BCG has a strong culture of mentorship where colleagues readily share experiences and support each other’s growth
- Commitment to diversity, equity, and inclusion: BCG deeply invests in diversity, equity, and inclusion, contributing to the personal growth of their employees and overall value to their clients. The firm also fosters an environment where everyone’s thoughts and ideas are valued, and everyone is encouraged to participate in their growth journey
- Mutual growth: The principle of ‘growing by growing others’ is deeply embedded in BCG’s culture, emphasizing that individual and organizational development are intertwined. Success is viewed as a collective achievement at BCG, fostering employees’ sense of belonging and motivation
- Appreciation of employee potential: BCG values employees for their potential to grow, adapt, and drive change, not just for their current skills
- Personalized feedback: Managers at BCG invest time in understanding each team member and providing specific, actionable feedback to facilitate personal growth
- Continuing education and volunteer time: BCG is committed to its employees’ continual learning and development. They offer support for continuing education, including professional development courses, workshops, and seminars. Additionally, BCG encourages employees to volunteer, recognizing the value of community service in personal and professional development
How can you run a development process like BCG?
Deel Engage lets you run a people development process like BCG. Here is a step-by-step breakdown.
Career paths: Your people’s roadmap to growth
At BCG, the L&D team is extremely deliberate about talent development. Therefore, they have a dedicated Career Development Committee and Advisor who speak to employees, observe them closely, and create a path for continued success.
You can replicate this processwith Deel Engage’s career management module:
- Take a structured approach to defining the competencies, skills, and expectations required for various roles within your organization
- Implement a job-leveling framework demonstrating how expectations shift as employees advance to higher positions
- Foster transparency by establishing clear expectations and aligning teams with the company’s career progression paths
- Empower individuals to create personalized growth plans that align with their skill sets, career aspirations, and the organization’s strategic objectives

Career progression framework with leveling and role expectations on Deel Engage
Step 1: Create career frameworks for each department. E.g., Sales Team, Customer Success Team, etc. As a starting point, you can use our database of 140+ competencies for ten departments.
Step 2: Add career paths. Create descriptions and leveling for each role within each department in your organization. E.g. Junior, Intermediate, Senior.
Step 3: Define roles and competencies. When defining the competencies, let your managers and HR team have an equal weigh-in. You can also consider consulting your top performers. Include a mix of role-specific (functional), technical, and core competencies.
Step 4: Assign career paths. Involve the manager in reviewing career paths and assigning them to each team member.
Bonus: You can now ask Deel Engage’s AI assistant to help define competencies across levels. Yes, it is that simple.

Defining competencies with Deel Engage's AI assistant
Create and gather all your training resources in one place
Deel Engage’s training solution offers the opportunity to create personalized and engaging learning paths for employees, similar to BCG’s comprehensive online training catalog. Use the LMS module to create and assign learning content to support people in achieving their goals—assign single-topic learning journeys or more elaborate learning programs.
You can design unique employee journeys using various building blocks such as content, messages, surveys, quizzes, tasks, and feedback collection. You can create your learning journeys and add them to the library for your employees. Then, you can assign learning journeys to employees, allow your people to self-enroll, or do both.

Creating learning journeys with Deel Engage’s AI assistant
With Deel Engage, you can also take advantage of existing learning content. Upload SCORM files to your learning library. Alternatively, you can upload PDF-based courses and ask the Engage AI assistant to transform them into learning journeys.
With Deel’s learning journeys, you create fun ways to test your employees’ learning through quizzes, surveys, or tasks.
Empower frequent manager feedback with 1:1 check-ins
At BCG, manager feedback is thorough and shapes individual growth and performance. Deel Engage’s 1:1 Slack plug-in lets managers and their team members hold regular, customizable check-ins. This tool is handy for fostering continuous coaching conversations between managers and their team members.

Deel Engage’s 1:1 meeting Slack plug-in
Teams can define the frequency, agenda, and discussion topics, promoting open communication. The check-in forms can be personalized with questions about recent achievements, priorities for the next week, and aspirations for the upcoming months.
This streamlined approach facilitates effective and structured conversations between managers and their team members.
No other solution offers the same speed and impact when connecting skills, competencies, feedback, and overall growth like Deel Engage.
Book a demo today with our experts.

About the author
Lorelei Trisca is a content marketing manager passionate about everything AI and the future of work. She is always on the hunt for the latest HR trends, fresh statistics, and academic and real-life best practices. She aims to spread the word about creating better employee experiences and helping others grow in their careers.