Anyone doing Strat consulting feel like we often end up leaving the client with a bunch of high level slides and little concrete steps.

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Follow-up thought. Do you find we spend WAY more time thinking about how we're gonna present information than the quality of the analysis itself?

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My experience has been: data collection, analysis, strategic plan, implementation plan and leave

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Sad but true... The presentation is actually more important. A good presentation makes people believe the analysis

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KPMG1, I remember I sent an analysis for a manager to review and she literally spent 15-20 minutes looking at, had no clarifying questions to understand it, and had zero feedback.... But then spent 2-3 weeks on how to present.... It was then that I realized our priorities were fucked up.

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It can be on anything. Hard part is when you don't get enough data due to politics or "it doesn't exist" and you have to make assumptions and qualify each one

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All that being said, I hardly ever expect clients to have the ability to execute on what they need to do and that can be discouraging

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Depends on the work. In the strategy practice, we try more to do right by the client and if there is follow on work, we are happy to take it on. Most clients that I work with want to try internally first then either come back or put out an RFP for one of the initiatives

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Why would they? It's not their job. Fairly sure they're going more down market while others are going up market but I doubt it's their concern. We have implemented a lot of MBB strategies and it's not realistic, just like ours aren't. Not enough analysis and way too little information so everything is swags without s true understanding of internal politics of the company. No different from our strategies as there is only so much you can do in 8 weeks

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Yep. All the time.

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The final product is always interesting for me. You typically get the data through interviews w/ client contacts... You follow up the interview w/ a data request and then start the number crunching

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KPMG1. But if we actually put thought into the analysis it'd be easier to believe. Obviously both presentation and quality are important. Maybe presentation is more important in terms of selling more work but I'd argue quality is more important in terms of adding value.

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Does MBB not give a fuck about implementing the road map? Are they jus like "peace, son! Not my problem"

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^ha love the honesty...this is why most consultants dont want to hire consultants when they move into industry

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Lol

Do strategy constants jus layout a road map and hope the client can execute it on their own? Jw

Is it as interesting as every MBA student hopes it will be? How do you collect the data?

Interesante...is the math complex? Is it budget/resource analysis type of number crunching? Then the expected ROI of the amt the client will expect to make back? Or is the ROI perhaps lower risk and better compliance, which I assume could be drawn in some numerical value?

Yea and no. We leave high level steps for the initiatives they need to undertake and give them expected resource needs for those initiatives. That's what the clients ask us for though since we'd need at least another 6-8 weeks to scope out the exact work plan and capabilities for those initiatives

^But Accenture does proposals to win work where they can actually implement the roadmap that they propose right? For the matter, even Deloitte Consulting does that right?

^yeah that sounds right.

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