What does a key leader at one of the world’s top strategy consultancies mention first when describing his firm’s success? No, it’s not strategy. “If you have a major change inside any institution, insight alone doesn’t make it happen,” says Steven Gunby, a 23-year veteran of Boston Consulting Group. People also matter.
“During the past 10 years we’ve developed a much richer appreciation for what line managers have to do to make major change happen in an organization,” Gunby continues. “Changing a company requires major insight, but it’s also about getting enormous numbers of people committed to change, helping you figuring out the right change and effectively delivering the change.”
That people focus - which also extends inwardly - has benefited both clients and the firm. Since Gunby assumed his current role in 2004, revenues in the region have doubled, the firm’s officer ranks have grown by 50 percent and attrition has reached an all-time low. Gunby’s numerous recruiting, development and retention initiatives helped the firm earn recognition as the best small company and one of the Top 10 overall companies on Fortune’s annual “100 Best Companies to Work For” ranking.
“I’m sure everyone on this list will mention the word ‘people’ numerous times,” he acknowledges. “Yet, I truly find it a privilege to work with all of my colleagues. If you spend time with anyone at BCG, you will find interesting people who are committed to making a difference.”
That commitment, Gunby adds, helps cultivate client relationships—and friendships - over the long haul.
“Our clients are not studies, they are people who are trying to make a difference in their institutions,” he explains. “Some of the deepest relationships I’ve forged as an adult are with the people [in client organizations] I’ve gone into the battle with, worked through major challenges with and helped to succeed.”
Gunby says the collaboration has taught him how to more effectively blend humility - listening and learning from the diverse expertise and perspectives within the client ranks - and an ambition to improve the trajectories of companies, and then target that energy on achieving specific objectives for clients. “The essence of collaboration involves that ambitious yet respectful drive,” he adds, noting that the momentum is lifting his own firm’s trajectory. “I feel like BCG has never been in better shape than it is today... and it leaves us with a sense of optimism about where we can take the company.”
