“Just Google it.” What Leadership Reveals: A BCG X Interview That Made Me Think Twice

During my interviews for an engineering role at BCG X, I had a wide range of experiences. Most of the interviewers were thoughtful, clear about the purpose of the discussion, and genuinely curious about my background. They made it easy for me to respond in a meaningful and structured way. It felt like we were building a conversation, not just going through an evaluation.

But in my final interview—with a partner at the firm—I encountered a drastically different tone. And from that interaction, I came away with a strong sense of discomfort and a series of questions that have stayed with me.

Straight to the point—but which point?

The partner opened the interview with no introductions, no warm-up. Her first words were, “What do you want to do at BCG?”

I said something along the lines of wanting to solve impactful problems. She immediately followed up with: “What kinds of problems?”

On the surface, this seemed like a fair question. But there was no context: no industry, no team, no role, no constraints. In such a vacuum, I didn’t know what level of granularity or perspective was expected. And because this was an interview, I knew my response would likely be evaluated against some internal criteria.

To minimize the risk of misalignment and being unfairly judged, I asked for clarification:
“Could you share a couple of examples of the kinds of problems you’re referring to?”

Her answer was something like: “I want to drive informed decision-making across industries.”

It was a vague, catch-all phrase. So I followed up: “Could you explain what you mean by 'informed decision-making' in this context?”

She replied, “Just Google it.”

When words lose their weight

That moment caught me off guard—not just because of the dismissiveness, but because I felt the conversation had stopped being collaborative. It’s one thing to challenge a candidate; it’s another to disregard their honest attempt to understand and respond meaningfully.

In a consulting firm that prides itself on problem-solving and communication, I expected a higher level of dialogue—especially from a senior leader. This wasn’t just about being “tough”; it was about missing the chance to have a real exchange.

Curious, I later looked up her background and saw that she had been promoted rapidly within BCG and was now a partner.

That’s when a deeper question began to form in my mind.

Who gets promoted says something about the company

If someone with that communication style—abstract, dismissive, and uninterested in mutual understanding—has risen quickly through the ranks, what does that say about what the organization values?

Perhaps she is not an exception, but a reflection of what success looks like inside the firm.

That thought made me pause. I had gone into the process genuinely excited about BCG X, but now I had to ask myself:

“Would I thrive in an environment where this is considered a model of leadership?”

A question I didn’t ask—but almost did

Toward the end of the interview, I asked a critical question:

“If BCG and other top consulting firms have been advising Japanese companies for decades, why is Japan still lagging behind in digital transformation?”

She responded:

“Actually, many Japanese companies rely less on consulting than people think. Overseas, companies are willing to cut internal staff to secure consulting budgets. That doesn’t happen in Japan.”

Her implication was clear: It’s not our fault. Clients just aren’t serious enough.

What I wanted to say—but didn’t—was:

“So if companies do hire BCG, everything works out 100% of the time?”

Of course, I held back. I didn’t want to come across as antagonistic. But that unspoken question lingered, and to be honest, it still does.

What I learned from this experience

This interview taught me more than just how BCG works. It helped me clarify what I value in a workplace.

• I want to work with people who treat language with care and responsibility.
• I want colleagues who meet questions with curiosity, not condescension.
• I want a culture where dialogue is built on mutual respect—not hierarchy or vague slogans.

It also reminded me that brand prestige doesn't guarantee cultural alignment.

The title someone holds doesn’t make their behavior excusable.

In the end

Job interviews aren’t just about being evaluated. They’re also about evaluating the people and the environment you’re stepping into.

And sometimes, a brief moment of unease—one question, one response—is enough to show you whether or not that’s the kind of place you want to build your future in.

I’m grateful for the clarity this experience gave me.

From now on, I’ll continue to pursue not just great opportunities—but the right ones.