BSG – The Origin Story

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In BSG we believe in something. Deeply. Passionately. Unapologetically.

You see, we did not start BSG, because we saw a business opportunity. We did, but that is besides the point. We started BSG to revolutionize an industry, disrupt the incumbents, make a dent in the universe. And like many disrupters in other industries before us, the idea was originally not ours – in fact the very incumbents we are disrupting, saw this coming and did… nothing.

In BSG we focus on building the right choice architecture for companies both for large one off and small frequent decisions like strategy and execution. Because people make 35,000 decisions in a day we have developed automatic responses or biases to the most relevant situations millions of years ago – and today this system is overloaded with much more complex and far reaching decisions than whether a certain animal or plant is friend or foe.

So McKinsey did the research and realized that 70% of strategic initiatives fail for fairly every day reasons: Hanging on to an idea far too long, underestimating competitors, building our strategy anchored in the existing setup etc. All fitting perfectly with the biases, that we hold to survive in nature long ago. They also did the research showing that companies that actually knew how minimize these biases outperformed the alternative with 500%. Now, McKinsey did what any rational company would do – they tried to leverage this knowledge in their strategy practice.

But McKinsey is the role model of rationality. And biases are our systematic irrationality. So the organisation resisted and none picked it up inside or outside the company. Until BSG entered the scene based on a radical but no longer new idea – that it makes sense to adjust our strategy and execution processes for the way, people actually make decisions. Not the way we wish or should make decisions, but the way all people – also the most intelligent ones – are naturally hardwired to make decisions.

As always in disruptions it is interesting to see that doing things right is not the same as doing the right things. McKinsey and the other 2-3 top tier piers are still the ultimate rational analysis machines. Hands down. Anything that ever existed as a best practice in any industry is quickly cross pollinated to other industries for innovation there. Some may not call that innovation, but we tend to be practical: if it works, it works. But the challenge McKinsey met was one of execution in their own company. Something that this entire industry has met objections about for decades.

No more. Let the disruption begin.

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