---
id: "entity-bcg-d7"
type: "entity"
source_timestamps: ["¶3", "§ Author Bios"]
tags: ["consulting", "research"]
related: ["claim-failure-rate-bcg", "entity-julia-dhar", "entity-kristy-ellmer", "entity-philip-jameson"]
entityType: "organization"
canonicalName: "Boston Consulting Group"
aliases: ["BCG"]
sources: ["governance"]
sourceVaultSlug: "hbr-seg-governance"
originDay: 7
articleStem: "hbr-cl-85-false-alignment-trap"
sourceUrl: "https://hbr.org/2026/07/the-false-alignment-trap"
sourceTitle: "The False Alignment Trap"
---
# Boston Consulting Group (BCG)

A global management consulting firm (canonical: bcg.com). The three authors of *The False Alignment Trap* — [[entity-julia-dhar|Julia Dhar]], [[entity-kristy-r-ellmer|Kristy R. Ellmer]], and [[entity-philip-jameson|Philip Jameson]] — are BCG consultants.

The article cites [[claim-failure-rate-bcg|BCG research covering nearly 2,000 public companies over 20 years]], showing that **more than 70%** fail to outperform peers (by total shareholder return) after a downturn. The firm's broader work on transformation — *How Change Really Works* and the 'mathematics of misalignment' — provides the theoretical backbone connecting surface alignment to downstream execution failure ([[concept-deferred-agreement-debt|deferred agreement debt]], [[concept-change-paralysis|paralysis]] / [[concept-change-hyperactivity|hyperactivity]] / [[concept-change-tunnel-vision|tunnel vision]]).