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Moved from Big 4 to BCG a few years ago. I’d echo the other comments. MBB still has a personal touch and doesn’t manage people via metrics (Deloitte was very metrics-heavy). Also, the case work is high caliber and offers a great deal of experiences.
Strongly encourage the move if you can make.
The combination of networking with b-school classmates that were at BCG, and having subject matter expertise, were the keys for me.
Chief
I moved the other direction, as a partner. The work at MBB is changing, and is becoming far more Big4-like. Performance management is definitely better at MBB, but I’m trying to improve our systems.
P1 - sounds like you joined KPMG Strategy 😊
Yes: money, prestige and not dealing with some weird staffing and performance bullshit that the Big 4 have. (Eg utilization. I’m not inventory. Being able to pass on bad staffing without fear of losing util give the ability to develop and do what they like).
Agreed!
Rising Star
$$$
Lol no
I have an identical story as BCG1 and feel the same way.
When you move away from metrics based decisioning to discussion/ “personal touch” based performance feedback, doesn’t that cause favoritism in some instances? I’m sure everyone at MBB is professional but i would think personal bias could come in the way without supporting data/ metrics?
EY has quarterly performance review cycles and we usually get quite detailed feedback every quarter. At times, I feel it’s redundant specifically when I receive similar feedback front the same feedback provider in consecutive quarters because I’m still on the same client engagement. But I will take this over no feedback throughout the year and 2 sentences at year end :)
Nice....glad to hear folks actually feel better off with the move.....just curious was the entry path through an MBA or as an experienced hire
Have a distinctive skill set and someone on the inside that knows you well enough to actually advocate and put you in touch.
Then once you get an informal interview just don’t screw it up and lock in the formal interviews.
Not sure how much I’d agree with the metrics comments. Our performance reviews include a lot of informal feedback, which is the biggest driver of outcomes
Fair. I think there is a higher proportion of ineffectual managers in Big4 (at least KPMG) than I would expect at MBB. These folks are incapable of giving constructive feedback for fear of confrontation. This not so much an issue at the fringes i.e. top or bottom performers.
That said, my comment on ratings still holds - our process is far from being limited to a numerical rating.