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Bain & Company Can someone recommend a good starting point on how to go around solving case interviews? What frameworks should I follow? I am kinda new to case interview and want to develop skills to solve them. Any books, online sources would be really appreciable. Deloitte EY-Parthenon Strategy& McKinsey & Company Boston Consulting Group Bain & Company
Do you invest in initial coin offerings?
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Very helpful for me to understand what motivates some people and what bothers them. I'm a true believer that everyone has been gifted and it's our mutual responsibility to explore how we fit together to excel. Sometimes it works and sometimes it doesn't but I like to understand people before believing it's their fault something isn't working. As a long time and senior partner of the firm, these forums provide me with authentic feedback to help me be a better leader. I would rather hear your truth than your platitudes and I would hope you'd feel the same way.
I know there aren't a lot of senior partners on this forum but I'm not typical either. The fact that I had awareness and joined this forum demonstrates the diversity at the partner level as well. What I need is folks on this forum to be brave enough to stand behind your convictions and help people like me improve our firm. I can't do it without your support and I would welcome more people into these spaces to tell me what you think we need to do differently. Be honest and courageous.
EY3, don't paint every partner with the same brush. I've never denied my team a celebration that is deserved. There are good partners and bad, some that value their teams and others than don't.
Another problematic internal capabilty is Learning. Tons of man hours are spent developing courseware for Learning Weeks by client serving people with full time jobs, yet we have a large Learning organization. Our LMS is a joke. Compared with competitors we do not invest in the right type of training or onboarding. I would think either outsourcing much of the work or bringing in fresh Learning leadership who are accomplished learning organization professionals from other successful professional services firms would help.
^Not sure if there is a way to be sure only EY people would contact you. Better approach is to provide anonymous burner. Anyone sending re ommendations would have to share name so you could look them up in LinkedIn.
I am in TAS however I was in Advisory and Assurance in my past so I know the firm well.
Gotta say this is great to see from a younger point of view; talked to several partners on my engagement this summer that were open to my point of view on the ground, which was really helpful for both of us during discussions
Some posts provide insights for us at the partner level and some are just plain whining BUT I also can relate to that when I was in industry people probably thought I was whining....key is what are you going to do about it? Every career path requires sacrifices and hard work. Churchill summed it up perfectly all I can promise you is blood, toil, sweat, and tears. I was not a direct admit and I earned my way up into this level. This is not an easy path. Some might luck out but they will also flame out fast. I have seen it. So for all of you out wondering what is going on. Values like hard work, competence, and ethics matter.
Would be nice to be able to have transparency in person but so much dishonesty and self centered "best for me" behavior. It's sad
I find EYs "line" PPEDDs to be great leaders generally. The SM and sr PPEDF level is another story - a lot of this is due to poor external hiring. As for challenges, I wholly agree there's a lack of honesty in firm wide comms. The messages are consistently inconsistent and the lack of acknowledgment for poor decisions (I.e. The PAS part of Tax disaster) even in the face of it being mostly operationally undone is mind boggling.
EY10 - The P&OC absorbtion into Tax was, indeed, problematic for the practice and their Advisory colleagues. EY lost a lot of good practitioners in the chaos.
Yup OP, about to lose another one here. Some basic "we screwed up and we realize its affected your experience" honesty would've helped. Lacking that, trust and respect for leadership went 👎🏼
Yep, I'm back on today. 10 years from now is a long time. It's wasn't even 10 years ago that Andersen collapsed. I believe the entire consulting industry will be significantly different thanks to unprecedented access to data and information that we now charge premium prices to access. I don't believe that people will pay for insights. We are already seeing trends where insights are met with speculation and public opinions and bias drive beliefs and decision making. The status of experts is rapidly declining. With that said, there will always be a need for consultants because clients will either lack expertise or capacity. I think there will be many more freelancers and it will be difficult for large consulting firms to transition to a fluid, virtual and on demand workforce.
I was once in your shoes and I promised myself I would never grow up to be a jerk partner. I grew up under lots of jerk partners so it's not hard to know what they look like.
Yep. Internal roles are widely viewed as resting places for less motivated, ex-client serving people. CBS does not attract innovative, best and brightest types.
Good call, the Learning Week content is mostly crap, too
EY1/BigFish - Got an email yesterday from one of our competitors. As a SM it is tough for me not to want to explore a firm that invests more in developing employees and has more money available to reward high performers. I love EY from the standpoint of having some trusted mentors, sponsors, and colleagues I would want to continue to work with. But I do not see steps being taken in the right direction. Please do send a wakeup call to other leaders.
^Exactly. We are "voluntold" to spend countless hours on weekends, usually on obscenely short notice. Then, no one cares about its quality or learning objectives. Real money and undivided focus are needed to make and evaluate training effectively. We should aspire to develop a world class capability here, but I don't think we even want to try.
@EY1 post your email then and let people offer suggestions.
Define specialist track for me...do you me an subject matter resource or something else?
Change your name to not be anonymous.. Then let the ey people email you
The specialist track is coming and we are aware of the issue, but it going to take time for this to take place.....It's happening slowly, and will happen to groups that do large implementation work than those that dont