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@ATK1 — ok some level your job is to be billable, which means getting yourself staffed. If your billability is low because there are no sold projects, then it will be low but should be in line with everyone else’s on average. On the other hand if the problem is no one will staff you, your billability will be much lower than your peers. That’s what I mean when I say billability is a symptom not a problem in and of itself.
Very important for every level, which I think is unfair — my job as an analyst is not to sell projects.
We don’t really track billability until you are at the level below partner — and even then, it’s more of a “are you in the normal range” thing. If your billability is far below normal it’s usually a symptom that something else is wrong.
But from what I have learned on FB at Big 4 billability = life
Big 4 lives by it at all levels. @ATK1, theoretically, if you’re desirable, you’ll be pulled onto projects. However, this accounts for neither times of widespread famine, nor if you’re on frequent diligence projects (where you can’t bill even close to actuals, but end up with time between projects).
BCG1 I disagree. It's a lot about timing. My utilization on my first year was very low and the firm just wasn't selling projects, but it just happened that I was on the beach in the period where it was at its worse, so I got.hurt from it
Lol Deloitte checks for utilization as the #1 metric at year end.
In McK your utilization is not important at all until associate partner level.
Am first year but had low utilisation. Feeling pressure to get staffed but maybe more for development than util rate.
It’s not important in and by itself, but definitely important for development and therefore has a knock-on the effect on YE - higher utilisation generally correlates with faster development and thus promotion - but as OW1 said provided you’re in the normal range that’s about it.
I’m always tagged in projects, then the start date gets pushed and pushed until I’m not tagged for that project anymore but for another one. Constantly doing BD and working on other (not billable) initiatives.
Very very important until SM or Partner level. One of the main criteria for performance review.
@D2 false. If you miss your target by like 20% it comes into play otherwise just another data point
I think it has to do with the fact that at Deloitte at least we are mostly responsible for getting staffed and that our resource managers don’t really find projects to staff you. And since we have a much larger number of people, it would be theoretically easier to hide and just sit on the beach and claim that there are no projects.
A more sinister part of me thinks that we know that the majority of our projects are shitty, long, and boring ones and so if you didn’t force utilization to be the most important metric, literally no one would do those projects.
OW checks for normal range, that’s about it. Never heard any of my peers worrying about hitting a number for util at all.
Idk how it works for higher-ups (EM, Principal, Partner).
At McK you don’t even know your util rate until Associate Partner
Interesting to hear it’s evaluated in ranges. We could be shifting to that
@D4 yet to be on a boring project, you must be in the wrong group
@OP and M2...false. Utilization is important for experts (EM level). They get utilization numbers every month and have targets
Ok, let me rephrase then: Talking about generalist / regular consultant.