{ "media_type": "text", "post_content": "If all the top consulting firms made anonymous decks or gave anonymous pitches to a client, eg no branding and the client did not know which firm made which deck, do you actually think that the client would prefer MBB?  Is MBB actually coming up with better/more innovative solutions? I feel like I see many repeat or slightly altered solutions on almost all of my cases, are these really things that people at Deloitte/Accenture etc aren’t coming up with?", "post_id": "5f58578a75dcbc002246ef0a", "reply_count": 33, "vote_count": 13, "bowl_id": "552d1d24dc1c586b09d2d051", "bowl_name": "Consulting" }

If all the top consulting firms made anonymous decks or gave anonymous pitches to a client, eg no branding and the client did not know which firm made which deck, do you actually think that the client would prefer MBB?  Is MBB actually coming up with better/more innovative solutions? I feel like I see many repeat or slightly altered solutions on almost all of my cases, are these really things that people at Deloitte/Accenture etc aren’t coming up with?

likesmart
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Yea there is a difference. Tier 2 firms don’t have the same knowledge networks and support functions like MBBs to produce the quality of output that MBBs produce. For knowledge networks, you have the edge in SMEs due to the higher bill rate and a dedicated team that can focus on research. As for support functions, you can delegate your low value add tasks such as slide design to a design team compared to us. By delegating low value tasks, you are able allocate more time on actual problem solving and are able to throw better SMEs at the problems. Hence, I often observe a higher quality of production from MBBs.

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Accenture 2, our respective sets of data points across practices within Accenture Strategy don't match, as my data points indicate experiences more like mine than yours. We can agree to disagree.

The brand is what they want, though. MBB (especially McK) can get away with outrageous statements that are demonstrably impossible to prove but nobody would dare challenge the brand. Whenever we present stuff we need acres of research and proof that it already works. An excel model and some ‘expert interviews’ would never be enough. Then we see a McK deck that says: 1. Hire us 2. We’ll make you a deck 3. ?????? 4. Profit 👍💸💵💰 And it works! The client is like ‘this is great’. Then the head of board looks at it and says ‘your hired McK, right? Cool. Let’s do this’ Then we win the implementation work and obviously the idea is nonsense and realises a fraction of the benefit.

likefunny
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Better? More innovative? Solutions? Not familiar with these terms. I can make you a really pretty and good looking deck though

likefunny

Thanks for the honesty! Haha! 😂

It’s not rocket science. I’ve been brought in to re-do work BCG has done and also lost to MBB plenty fold. But the prestige and price premium is derived from history, specific domain expertise, and generally a stronger pool of consultants. The best at ACN Strat can go toe to toe with the best at MBB, but our floor is much lower than MBB hence possible variation in quality.

likesmarthelpful

My experience is that there are truly great consultants in both MBB and Deloitte, Accenture, etc. So if you took the top people from each firm, the quality would probably be very similar. However it is also my impression, that MBB have fewer ‘average’ consultants, compared to other firms, so if you picked a random sample of people from each firm, MBB might come up on top more often than not.

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Sure - nobody is denying that you win the cross offers. But most people are one case interview away from ending up at Deloitte or OW. Very few of the people at MBB are a Marisa or a Sundar. You have to be completely on your game. Sometimes, you end up on the side of the fence - even if you’re just as smart as the others.

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A lot of time the client is former MBB. They do a superior job placing their alums into the industry and then supporting them many times with free help to get settled in their new roles. Contrast that with say EY who has such a restrictive non-compete for Partners when I left i was forbidden to work at any EY client for two years.

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It’s a relationships business. At my old firm, one of the biggest clients came because the client and current partner were college roommates. The client knew that the firm would protect the client’s job above all else and the same information was relayed to the people on the project. Any screwups were an opportunity for follow-up work to reach “best in class” performance.

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What college did they go to? Out of curiosity

Not us, limited colors and some ex IBM ers are more tell than show on slides

Oh, I have nothing against entry level staff or senior consultant from big blue, I'm referring to old IBM leadership that has moved into EY

We don't have VGI :/

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