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In my evaluation of the applicants’ reputation and records, Peter Smythe emerges as the most competent person for elevation to the post of the vice president. He is most consistent withal groups of people and is in favor of his subordinates. His leadership record has no complaints whatsoever regarding either the performance or relationship with other personnel at the firm. In addition, the candidate has a significantly amount of experience and has endured long periods without a downward trend at any one time. Although he has a basic degree in his area of academic specialization, his focus on business is unwavering. Another advantage is that Smythe has further specialized in business at the Harvard business school. Furthermore, Smythe demonstrates competitiveness by achieving promotions and the elevation to a managerial post without having any special academic qualification. He has less certification in his favor, and performance is his major tool in climbing up the corporate ladder and attracting the committee’s attention. Smythe’s experience includes having worked previously at another firm before joining the current firm. This demonstrates his ability to work in dynamic environments, an important crucial property for a senior firm’s manager.

In addition to the flawless record, Smythe has positive endorsements from all parties. Not a single negative comment or reservation arises from by anyone regarding Smythe. This illustrates his sound relationship with all the parties in his working environment whether they are senior or junior to him. Moreover, in his experience, Smythe has dealt with clients from all professions and disciplines. His experience record is the most diversified in comparison to all the other people interest in the vice president’s position.

 Annie Gonzalez, Smythe’s closest competitor in terms of endorsements and performance records is limited by the negative comments about her mode of operation. Colleague managers consider her a perfectionist, and this may incapacitate her effort to adapt to an unusual situation as a leader. Furthermore, there is the possibility that she could result to an autocratic management style when placed in the position of the firm’s vice president. The managers who are already experienced in handling authority have expressed reservations regarding her ability to sustain stable leadership for a long time.

Smythe has obvious advantage over his other competitors due to his flawless endorsements.  His range of experiences also remains unchallenged by any of the other managers interested in the post of the vice president. His promotion will definitely boost his supporter’s morale at the firm. Other managers will be more willing to work with him.

Josh Coppersmith, an associate at BCG, should have sought an experienced advice on how to go about matters in his first days at the company. Coppersmith had a negative attitude towards cordial relationships with the senior managers and even the supervisors. In addition, he overrated his abilities in the consulting business. Some of his managers labeled his attitude and behavior as arrogant. His efforts towards seeking for advice from the managers seem to be driven by the quest for a better rating by the managers rather than an effort to post good performance. To succeed in improving his performance and rating at the firm, he should have forged a genuine cordial relationship with his seniors such that they are a part of his team.

Eric Wong values advice from a senior colleague, but does not take the initiative to ask for it. He also fails to express his dissatisfaction with his assignments related to the engineering field, which he wished to escape for the time being. Furthermore, his supervisor, the vice president from whom he should seek advice, intimidates him. The vice president takes this as an underestimation of the value of his advice. Eric’s apparent disinterest in his work is taking toll on him. He dedicates more time to work rather that to creativity and good working relationship with all the staff at workplace. A good relationship with people at the workplace will change his colleague’s opinions about him. In this way, he could influence his rating by his seniors and even earn a promotion.

Michael Nelson lacked the confidence to face the challenges of the consultancy business. He approached his duty with a docile attitude and allowed the clients to dictate the information that he should have. This consequently impaired his analytical performance. His problem was solely the lack of confidence, and an improvement in this regard could earn him a higher consideration in the firm.

Madeleine Lagarde was excellent at her job at BCG. However, she was not dedicated to the cause of the firm, and was interested in her own progress in her personal endeavors. This attitude is the cause of the reserved opinion by her mentor. Moreover, the lack of devotion to her work affects her performance at the company. She eventually leaves with a mild impression on her mentor. If Lagarde had dedicated her effort to her work for the period of time that she was working with BCG, it could have resulted in dramatic positive results since she was already skilled in adapting to the consulting work. This could have given her a chance of earning a promotion

On the other hand, the managers of BCG who are also the mentors of the beginner consultants seem to express a negative attitude towards their charges. Except for Peret, other mentors misunderstand the learners’ mistakes for challenges and continue to pull down the new consultants. A change of attitude on the mentors’ side could mean a lot to the survival and progress of the new consultants.

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