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These are pretty different things.
But yeah, work for the right firm and prioritize doing the right work.
Staff augmentation is very different from the other two, you’d never do that at e.g., a BCG or McK.
Transformation is very broad and can be fairly strategic in nature. Though between that and your comment on “implementation” it seems you’re fairly enamored with the idea of “pure strategy”. Lots of people go into this with similar ideas, but strategy without action is pretty toothless and you should be cautious of over-romanticizing that at the expense of tangible, effective outcomes for your corporate or your clients. You can do interesting, analytical, strategic cases that aren’t exclusively board-level 5 year strategic plans (and that work in general is pretty rare and doesn’t bring in the big bucks).
In corporate strategy groups as well, you typically top out at some point and have think about how to transition your career toward P&L ownership.
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Thank you for the thorough response. My previous LDP was operations-heavy and, as you mentioned, I will have to go to P&L role if stay with my current firm. From what I experienced, I want neither Ops nor P&L ownership. I really enjoy the medium/high-level thinking (sometimes it can be a bit nebulous), FaceTime with uppermgt, and learning politics/operations enough to gain buy-in from exec/PL owners. Hence why I’m so conflicted because consulting has the last two but not the first one all the time.
You will do transformation/augmentation w/e the partner sells at BCG and Mck...