As the power of combining the collective goal and structured dialogue became increasingly clear, I kept flashing back to the year we had spent observing BCG before proposing the experiment. We had studied a full range of BCGers, from the newest, most junior members to the most senior partners. We had watched them draft proposals and make presentations. We had ridden with them in their taxis, traveled with them on their flights, stayed at the same hotels. And we had sat quietly observing them interact with each other and with their clients.
We witnessed team after team grappling with sixty-plus-hour workweeks, almost constant travel, and the persistent demands of clients and their own team leaders, while neglecting their families ...
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