PTO experiments were more

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Imagine my delight then when four years after we conducted our first experiment at BCG s Boston office percent of the consulting staff in the firm s Northeast offices—including Boston New York and Washington DC—were on teams engaged in similar PTO experiments. These team members were much more likely than their colleagues on teams not participating in PTO to rate their overall satisfaction with work and work life positively.



A For example percent versus percent were excited to start work in the morning percent versus percent were satisfied with their job percent versus percent were satisfied with their work life balance We also discovered that significantly more of those on PTO teams found the work process to be collaborative efficient and effective. percent versus percent Heavy Construction Contractors Email List rated their team as collaborative percent versus percent rated their team as doing everything it could to be efficient percent versus percent rated their team as doing everything it could to be effective The happy result for BCG was that individuals engaged in  likely to see themselves at the firm for the long term percent versus percent and were more likely to perceive that they were providing significant value to their clients percent versus percent.





BCG clients reported a range of experiences with PTO teams from neutral nothing dropped through the cracks to extremely positive they reaped significant benefits . According to BCG s CEO Hans Paul Bürkner the process unleashed by these experiments has proven not only to enhance work life balance making careers much more sustainable but also to improve client value delivery consultant development business services team effectiveness and overall case experience. It is becoming part of the culture—the future of BCG.