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Anyone else struggling to find exit opps? 😫
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Is it wise to switch from service based to product based or vice-versa..or stay in same league....let's consider wlb, growth, hikes, onsite, perks, benefits.. All perspectives are welcome..Accenture Deloitte PwC India EY Sony Corporation Airbus Boeing Infosys Tech Mahindra IBM LT Wipro SAP Cargill Atos Siemens Fujitsu Tata Consultancy Bristlecone Google Apple Mouritech KPMG Microsoft NTT DATA Dell Capgemini CGI
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Rising Star
Ugh. So much work. 😩
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Saw this at a bargain store today
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Most cliche track of all time
Everyone in implementation is in the exact same boat with the exact same goals it’s not easy to do focus on building your network and getting staffed on a project in S&A or an initiative or something you need a business case displaying why you would be a fit there instead of EP. Tbh it might be easier to try to get a gig in strategy at another big 4 firm than to move internally at Deloitte
Rising Star
But I like doing implementations 🥺
I think this is fair. I would split it into two options though:
1. Leave Deloitte: If you want to work at another firm, apply for strategy roles there. Yes, this could be MBB. But it could also be at S&, EY-P, OW, or other firms with strong strategy practices.
2. Stay at Deloitte: If you like D, the people/culture/etc, then try to navigate to Monitor. Monitor is just another name for the Strategy practice, which sits in S&A (so it doesn’t really make sense to make joining Monitor and S&A two different goals since you’d only actually want to join the Monitor/Strat part, and not the analytics offerings). The best way to join Monitor if you’re interested is to do strategy work. Network with strategy Ms/SMs/PMDs (you can find them on DNet), join strategy projects, and get involved in strategy firm initiatives. Once you’re already very involved in the strat community, it’s easier to make the business case for formally switching.
With all of this said, ask yourself what your true motivation is for switching. Strategy consulting doesn’t necessarily lead to “better” exit ops. It just leads to strategy exit ops, which a lot of people want. But make sure that’s work you genuinely want to do. Plenty of people from other offerings exit to fantastic companies (FAANG, F500, etc) as product managers, engineers, Human Resources, or other roles that make them happy. Only switch to strategy if you actually want to do strategy work, not because the internet tells you it’s more “prestigious” or somehow more elite.
Standard big 4 implementation consultant lol
I couldn’t give very much context in the post due to the character limit but appreciate all your thoughts and help. Just trying to make sure I am viewing the industry from the proper lens and can then adjust my priorities accordingly
Don’t limit to MBB. Look at LEK, S&, EYP etc. And as a 5 year deloitte veteran, you’re much more likely to get what you want by looking externally.
I was in this boat at Deloitte and left for a T2 firm. The jump internally is a lot harder than you think and you’ll need to be prepared to burn some bridges to get there which is fine but you need to accept that. I felt the right choice was to leave and feel like it was the better move overall.