Consulting

Is it true that MBB only strategize but rarely execute their plan? If so, why not implement too and benefit from the additional work?

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Isn't it obvious? It's so when the execution inevitably fails they can come back in and update the strategy.

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Lol BC1 let's not get too crazy with it. It's more like a dominos manager jumping on the line and actually making pizza

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Lol MBB acting as if a SWOT analysis is brain surgery. I respect that you guys worked your ass off to get your jobs but please don't try and make it seem like your jobs are so difficult. Execution can be difficult as well, as you deal with REALITY not THEORY

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Not good use of client $$ to have us implement when others are frankly better at it and can do it for less

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Good strategic thinking is harder to come by than competent project management. It's pretty hard to win that work on price. Implementation is a pretty competitive space, which drives down price. They're both critical for clients, but they'll pay more to get the best and brightest thinkers for strategy.

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Because that's not their niche, though they are expanding into implementation

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The strategy work is higher margin. It's why McKinsey Partners make more money than Big 4 Partners on average.

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It's like asking the founder of dominos to make pizza all day. He could do that but he can also be running the company

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The implementation can usually be done well by other firms at a substantial lower price point. A client is better off using a Big 4 and we tell them so. From our perspective, it's good for client relationships in the long run. Everybody happy

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This is an interesting discussion, but the marketplace has already determined which has more value. This is just an after the fact complaint session.

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Don't ask questions you don't want real answers to

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And why is strategy work billed at a much higher rate when it carries considerable risk of not being executable/valuable when implemented?

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Because building the plan is the hard part. Executing that plan correctly is important, but not that difficult. It's a little like asking why an architect and a contractor shouldn't have the same margin.

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EY 1 not trying to turn it into a pissing contest. I used to work for a Big 4 firm and we thought a SWOT analysis was strategy. It's not. What's hard, for example, is sizing an adjacent market, determining if your client can win there, and estimating the new revenue stream. Then convincing your client your logic, research, and data is solid enough to make major investment decisions. And be right enough that they keep coming back to you.

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They are too smart for that?

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Stick to your guns. Strategy and implementation skill sets are different. Current partners and teams probably wouldn't do a great job of implementation while better, cheaper alternatives exist.

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Interesting to know, why is the strategy work higher margin when it's a plan that can only bring value once fully implemented. Not trying to flame strategy here, just simply trying to understand.

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BCG1, if you have a "real" answer (whatever that means), then please share.

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They are already doing it. I see them in the market place regularly.

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I've always assumed it has to maintain an elite brand by avoiding lower margin work and the people willing to do said work. McK has gotten into the space recently with the clearly delineated "McKinsey Implementation" group. As a client I could see the integrated delivery being attractive as it better ensures accountability.

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