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PwC India Hi Folks, I left my stable job at Deloitte USI and moved to Germany for a better job. But my mom had a major health issue and I'm planning to travel back to India to support her as I'm a single child. I'm working in one of the top organisation in Germany with a base of 90k euro and looking for good opportunities in India. Availability: immediately Tech stack: SAP BASIS/Hana with azure/GCP Exp: 8.8 EY PwC India Pwc AC Accenture Deloitte HCL Technologies
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Chief
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Knowing what I know about my clients, 💯 I would hire consultants.
No. Except to (1) do things that waste my peoples time, (2) for expertise we don’t have in house but I’d do an “IP suck” and ask for playbooks and all they have too, (3) to understand competitive movements from folks who talk too much, (4) to CYA or (5) have an expert back or kill my thoughts before they’re ready for prime time
So I guess I learned not to hire Deloitte?
I am not a CEO, but I report to one, and have frequently made decisions about whether and which consulting firm to hire. The reasons we typically hire consultants:
1. Specific domain knowledge - functional or cross industry
2. Capabilities we don’t possess - as an organization or individual team members. My team has a wide spread of capabilities. They are not all ex-BCG types.
3. Capacity/speed - my entire team is fully deployed on their day jobs. Occasionally we need to make a major decision on a short timeframe, and can’t afford to let other balls drop. We need flex capacity.
4. Risk mitigation - Even if we think we know the right answer, sometimes it’s worth $1 million to know that somebody credible agrees and surfaces a few factors we hadn’t considered. and no matter what the confidentiality agreement says, our hedge fund investors know when BCG or McK has taken part in the analysis.
Sounds like you have a lot of responsibilities. What level are you in your current role?
Yes, balance it out with consultants who are good at problem identification and structure with “industry” folks with better on the ground experience
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Consultants are tools (not saying in a negative sense) it is up to the client to use them well.
I would hire consultants, but would have guidelines in place to ensure we use them well.
Rising Star
When I’ve been in industry, I have very selectively hired consultants, usually those who were strong performers on longer term projects or in staff augmentation roles. We’d try before buying.
What used to annoy me was too many consultants applied for roles they lacked experience for, such as senior operations roles, but somehow had convinced themselves they were ready for them. Many had subject matter expertise in the space from telling clients what to do, but no hands-on experience actually doing it.
If I had a relevant business need for it (e.g. regulatory requirements, getting broader context on an issue in my industry), sure why not?
Yes, if I wanted something done cheaply that I think would be a waste of my staffs time. Otherwise I’d hope my company has its own internal strategy arm full of ex bankers and consultants where I wouldn’t need external consultants
Nope waste of monies
Chief
For very specific things, but I would keep them in check and know what questions to ask.
Yes, but for select things
Which select things?
Pro
All the time, I’d hire multi-decadal retainer teams to do run-the-business work
Only for short term projects. Why would I burn out my actual employees when 22 year olds will do?
Depends