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I believe your definition of implementation is diff than theirs. They don’t do tech implementation
I think they would value some of what you bring to the table, not all of it. So I'm not sure it's a great fit unless you want to do what that role entails.
If you come from a good tech implementation shop, the truth is the approaches at a McKinsey, Bain, BCG and even Big 4 firms (Deloitte aside) can feel and at times will be miles behind. There's a lot you'll know and worry about that others won't, simply because they don't know to worry about it and haven't been through it / won't care.
Knowing something that can help others do a better job is only as valuable as the platform you have for people to listen. Does this role provide you that? I'm less sure.
1 Framework - teams follow a specific framework that manages from ideation to P&L value capture. Isn't just about headcount/FTE cost cutting. I've been in several where it's about sales & marketing improvements and where fees are at risk as they're tied to margins (not revenue) generated for the client.
2 Scale - due to the hefty fees or perceived value, clients that work with McK usually talk much larger scale than I what I was doing at big 4. It's no singular systems (tech) implementation, or some form of Op Ex program. It's top-down and usually with a large prize at stake (3x - 10x or more than the size at big4).
3 Role - its a combo of PMO, change mgmt and problem solver. Let's not kid ourselves, clients won't pay these fees for someone like in big4 to make decks for training or preparing newsletters/comm's. Coming back to the framework, your role is to lead groups (depending on size of program) of senior leaders to bring in teams for each prioritized initiative, problem solve with them side by side to create the solutions (tech/process) that will deliver the target P&L impact. As these teams work on the initiatives your role is to guide them so that the initiative is designed and executed as needed to deliver the P&L impact (whether it's delivering successful sales campaign and shift a whole portion of the product/customer segmentation to a higher margin segment, or to drive some lean process imp at a facility to save massive fixed/variable costs).
It's all a mix of engaging junior clients driving the initiatives, all the up to the senior execs to buy-in and accelerate specific initiatives, especially if controversial (e.g., clash with another function / BU within the client).
I currently do implementations for a Big4 and this seems like a good logical career move...
What sorts of things do you implement at big 4?
Primarily Workday Financials (various work-streams), but have done other ERPs as well. Also have done a lot of work in financial effectiveness and operational optimization.
Compare this to BCG "enablement" or Bain "Results Delivery". People get really hung up on the word "implementation" so forget that and do a little research on the other two practices (which are basically the same) and then reassess similarities to your work.
@OP just to reinforce what I meant above....
Any very good implementation consultant does things like enablement and results delivery. That's the skillet that MBB wants from you. Because they have not typically done enablement at the level required for implementation, a lot of MBBs hire those from other firms to do the practice. And their approaches and ways of thinking about it are...different.
Just keep that in mind relative to everything I had said earlier.