Alicia Pittman, the world president of BCG popular teams, has been with the consulting firm for almost 20 years. It is a will, she said, to the culture of the business.
“It is a place built to make the talent do things that they did not even know that they could do,” said Pittman. “I am included. I love the learning that comes with it.”
Pittman said that an aspect of the development of leadership on which it is concentrated is ethical practices. “We teach and form our people to understand how small choices that do not seem that major ethical choices matter,” she said. “Responsibility is to introduce yourself with an ethics raised in everything you do and to think about the overview of how you do things.”
She said that the company had implemented programs through partnerships to help business managers navigate in the need to stimulate innovation ethically: “It is a place that we continue to invest because it is quite important for us.”
The following is modified for length and clarity.
Where is the BCG on the adoption curve of artificial intelligence, and what do you want to see in 2025?
I am enthusiastic about the way BCG leads the change and grasps reins AI Generative. Gen Ai is important for our customers, our industry and our people.
We have a series of tools, some of which we have developed internally and some available on the shelf, which we have made available to all our staff. Almost everyone is a user to some extent.
What we are concentrating now is to move from occasional use to what we call usual use. It is a usual use that obtains the value so that you can change the way the work is done, depending on the frequency, the sophistication and the depth to which they use the tools.
We have a lot of activation resources for our employees, both as an individual and as teams, to make sure that we increase this usual curve of use as quickly as possible. A company like BCG is under pressure to stay at the top of things because its customers turn to us.
So how do you find this balance and not go so fast that you risk leaving some of your employees? We have an activation network of more than a thousand people who are there to help individuals and teams to adopt General AI. It is in all our basic programs.
This fall, we have held AI days in each of our offices in BCG with practical training. So we have people who are naturally there and ready for that, but we also invest strongly to raise people.
You mentioned in WorkForce Innovation-Board Tables that learning is now a double-direction street. What advice would you give to managers who seek to deploy learning differently?
At BCG, we are fortunate to have a fairly flat structure so that you always have a good proximity between your senior leaders and all your staff. There are two ways to focus on supporting this idea of two -way mentoring.
The first is that we are just talking about subjects. I recently wrote a piece About a mental health town hall that we have held. It was quite moving. We had employees of BCG who were generous and vulnerable by speaking to thousands of people on a virtual panel of the city of the city of their difficulties with things such as dependence, sorrow and depression, both before their stay at the BCG and during their stay at the BCG, and how they contribute it.
It is about having these difficult conversations, getting points and starting to share a language or sharing opportunities to talk about these subjects.
The days of AI I mentioned are already another way of doing this. A large part is to obtain cross -connections on technology and other subjects, by creating forums so that people can talk about it.
The other ensures Continuous and structured feedback. Our staff provide 360 -degree comments all the time. It is an important part of what we do, and we pilot even more frequently. For example, we give people 360 comments on how to be an inclusive leader. These are therefore both formal mechanisms and also the creation of formats and discussions.
A large part of the culture and culture of culture is really to have the language so that we can share and talk about things. The creation of these help forums. It is an invitation to engage in a productive way.
What innovations occurred around Dei, especially since the subject has become more politicized?
Dei is integrated into our business model. We need great talents. We grow much faster than our talent pools, so just to bring people into quality, we must be able to reach many people; We need them to prosper.
Our company requires innovationwhich requires various reflection and experience. So, for us, it's heart. One of my areas of accent is on inclusion and inclusive leadership. In some ways, this is the simplest thing to focus on. We all know that when people feel comfortable being at work, you get the best party. They are the most motivated, ready to take risks, ready to collaborate and all these things.
In North America, where we have the best statistics, 75% of our workforce is part of one or more of our groups. Whatever people of intersectionality, whatever the group they belong to, it is a question of how everyone is able to present themselves to their best. This is really where us concentrates.
