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BCG is founded by Bruce D. Henderson as the Management and Consulting Division of the Boston Safe Deposit and Trust Company—itself a subsidiary of The Boston Company.

A former Bible salesman, Henderson had earned an undergraduate degree in engineering from Vanderbilt University before attending Harvard Business School. He left HBS ninety days before graduation to work for Westinghouse Corporation, where he became one of the youngest vice presidents in the company's history. He would leave Westinghouse to head Arthur D. Little's management services unit before accepting an improbable challenge from the CEO of the Boston Safe Deposit and Trust Company to start a consulting arm for the bank.

Integrity means distinguishing right from wrong and doing the right thing. We represent our capabilities honestly. We observe appropriate confidentiality of client information. We do not misrepresent our purposes in seeking information. We only make promises we can keep. We take the time to consider our actions and ask whether we can defend them openly today and tomorrow.

Integrity at BCG also requires courage and accountability. We deliver work of the highest quality by our standards as well as those of our clients. We do not compromise our intellectual integrity for special interests. We share our objective findings with clients—even those that may be unpopular—in a manner that is both candid and respectful.

We respect the capacity and desire for personal growth, as well as the talents and beliefs of clients, colleagues, alumni, recruits, and all other people we meet in the course of our work. Regardless of position, we treat people with consideration. We value ideas on their merit, not on the tenure of their source.

We recognize that respect requires both truthfulness and empathy. We deal with one another in an open and honest way. We encourage constructive criticism. We reward performance and contribution consistent with our values. We utilize transparent decision-making processes. We lead by example.

We recognize that ours is a demanding profession. We accept the responsibility as a group and as individuals, to prevent situations that jeopardize our health or our families.

At BCG, we strive for a diverse workplace. It is fundamental to our success that we accept, value, and incorporate the contributions of people from a wide variety of backgrounds. Diversity of thought, expertise, experience, and background is crucial to creating an environment in which creative tensions exist and new ideas emerge.

We are committed to making BCG a company in which all individuals have an opportunity to flourish and succeed, regardless of their background, ethnicity, gender, gender identity, or sexual orientation.

We measure our success by our clients' success. We make all our resources available to our clients and commit ourselves wholeheartedly to their success. We seek to identify our clients' real needs, not just deliver good work. In tradeoffs between BCG's and a client's interest, the client comes first.

We seek competitive advantage for our clients. Our approach is to consider the business as a whole, the competitive system, and its dynamics. We identify market positions and capabilities that enable clients to deliver superior results in a sustainable manner. Objectivity is crucial. Valid data, rigorous analyses, external perspectives, root causes, and explicit logic serve as our foundations for objective decision-making.

Strategy matters in all business endeavors. We seek to identify advantage in all of our efforts and convey a strategic perspective as we mobilize client organizations.

We are committed to creating value for our clients that returns many multiples of their investment. We deliver tangible and positive change, not simply presentations or ideas.

We set our standard for value creation extremely high. At BCG, value creation requires that our work deliver insight and change the mindset of our clients. Our work must lead directly to clients taking action and executing their business in new ways. We must enhance client capabilities and deliver both competitive advantage and bottom-line impact. We hold ourselves accountable to our value delivered standards by engaging candidly within BCG and with clients about the level of value created by our joint efforts.

A partnership perspective guides BCG's relationships both internally and with clients. We take a long-term view in our relationships. We strive to build bonds founded on respect, caring, honesty, mutual support, and investment. We work together in a manner that is team-oriented, constructive, and challenging. Internally, we believe that a collegial environment fosters continuous learning. We know that teamwork and cooperation are essential to our success both as a firm and as individuals. We aspire to a lifelong bond with those who have joined BCG.

Partnership is also the foundation of our client approach. We respect our clients and fully appreciate the challenges they face. We work at all levels of the organization to drive lasting change. We feel privileged to share in their achievements. We appreciate our clients' knowledge and experience. We want to strengthen our clients' capabilities rather than substitute for management. We seek to provide a catalyst for change.

We start with the perspective that the goal is not simply to apply best practice but to invent it. Each client is unique, and there is seldom only one solution. We believe that breakthrough ideas often result from the work of teams seeking to creatively solve real client challenges. We seek to extend the art and science of management by generalizing from our experience.

We seek to have a positive and lasting impact beyond the business domain. We believe we can make the world a better place both directly through our client work and through our pro bono efforts. We seek to pursue progressive policies in every culture where we provide services. We donate a portion of our time and resources to community and global issues and institutions.

As world populations and markets continue to grow, ensuring the sustainability of our economies is a fundamental responsibility of all institutions and individuals. At BCG, we will share our intellectual capital on sustainability openly, work with clients to support their sustainability efforts, and take steps as a firm to minimize our own impact on the environment.

Martin is a senior partner and managing director in BCG's New York office. He leads the Strategy Institute worldwide and is a member of the Strategy Leadership Team and a senior member of the Health Care practice area. He joined BCG in 1989 in London, later moving to Tokyo, where he led the Health Care practice in Japan and had responsibility for BCG's business with global companies in Japan.

Martin has led a broad range of strategy assignments in the Financial Services, Consumer, Industrial Goods, and Health Care practice areas. He has a particular interest in globalization, the sustainability of business strategies, and the topic of trust.

Before joining BCG, Martin worked for Zeneca in Japan and the United Kingdom, focusing on marketing and strategic-planning functions.

Martin holds a triple first-class master's degree from the University of Cambridge and an M.B.A. from Cranfield Institute of Technology. He also studied physiology at Tokyo University and Japanese at Osaka University.

Matt is a Consultant in BCG's New York office, and has been a member of the Strategy Institute since May, 2008. He has been with the firm since 2004, when he joined BCG's Boston office.

Matt has worked on projects in the Health Care, Information Technology, Retail, Industrial Goods, and Technology, Media, and Telecommunications practice areas focusing on network and portfolio analysis, cost structuring and modeling, corporate growth strategy, acquisitions, and post-merger integrations.

Prior to joining BCG, Matt co-founded and ran a health care software startup, and an electronic consumer devices company. He is an active member of several Open Source communities, contributing to hardware and software design, and he continues to play an active role in local entrepreneurship and business development in New York and Boston.

Matt is a graduate of Princeton University, where he received his degree in Electrical Engineering. He continues to dabble in computational algorithms, semantic and linguistic theory, predictive markets, and agent-based strategy simulations.

Tiha considers his engagement with business a matter of chance and his study of mathematics and philosophy one of choice. "I have always felt," he explains, "that The Boston Consulting Group is the reason I could stay involved in business for such a long time. At BCG, there is room for divergent thinking and searching for new ideas in unusual places. It is an intellectual journey rather than simply work."

Tiha has been a fellow of the Strategy Institute since 1998, and he teaches strategy at the Darden School of Business of the University of Virginia. He studied philosophy and mathematics at the University of Amsterdam and earned his M.B.A. from IMEDE (now IMD), in Lausanne, Switzerland.

He served as financial controller of a group of plantations in Indonesia and as managing director of a trading company in Singapore before joining BCG in 1980 as a consultant in Munich. As a partner, Tiha was responsible for recruiting in Germany and was among the early promoters of time-based competition. After leaving BCG in 1991, he cofounded a consulting firm in Buenos Aires. Before joining Darden in 1996, he served as the administrative director of a major archaeology project in Belize.

Karim R. Lakhani is an academic fellow of the Strategy Institute, and an assistant professor in the Technology and Operations Management Unit at the Harvard Business School and a Faculty fellow at the Berkman Center of Internet and Society at the Harvard Law School. He specializes in the management of technological innovation and product development in firms and communities. His research is on distributed innovation systems and the movement of innovative activity to the edges of organizations and into communities. He has extensively studied the emergence of open source software communities and their unique innovation and product development strategies. He has also investigated how critical knowledge from outside of the organization can be found and put to use inside for innovation in the biotechnology, life sciences and industrial chemicals industries. He is co-editor of Perspectives on Free and Open Source Software (MIT Press, 2005) and co-founder of the MIT-based Open Source research community and web portal.

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