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Good exit opportunities, smart colleagues, real-time feedback, focus on thought leadership and good training are found at most good firms.
Here are three good talking points for âWhy Strategy&â:
1. Opportunity to develop domain expertise through our vertical alignment. Many competitors are more generalists, each has merits but vertical alignment is how we do it. Youâre more valuable when you exit if you have both the strategy consulting toolkit and some industry knowledge (I will note many of our exits switch industries, e.g., everyone that leaves FS seems to go to Uber - so it doesnât lock you in.)
2. The way the firm is structured with our relationship with PwC we typically get exposure to the more interesting / less structured problems. We come in early, phase zero / phase one diagnostics to structure the problem and size the opportunity.
This doesnât mean every engagement is a super exciting, but youâre positioned to see the most exciting work in the firm (in my opinion).
3. The people. Not that ours are better necessarily, but this is your chance in the interview to name drop from all of the networking youâve done.
Weâre not perfect but the trend is pointing up and I think we have a lot to be proud of.
Good luck!
There is a distinction, like the distinction between Mc, tc and risk. People do move from PwC to S&, usually they have worked with us on a mixed engagement and have done a great job and really expressed an interest and aptitude for strategy. Non performers are counseled out. Thereâs no assumption that PwC will take someone that doesnât succeed in S&.
I know I couldnât do 80% of the jobs (at least) within PwC. I donât have the domain knowledge or expertise.
Itâs not the case that S& is âthe major leagues vs the minor leaguesâ. We are just one part of a great firm that does great work. Clients need more than strategy.
Movement within the firm is always possible when thereâs an alignment of skills and sufficient demand.
Its all about the culture. /s
Seriously speaking i would mention that S& specializes people a lot earlier than others
Lol đ thanks guys
How much movement is there between S& and legacy PWC consulting? Is there a distinction between the two? If there is a distinction, do S& non performers go to PWC consulting and high performers move to S& side. How does this work? Can you please elaborate?
Very difficult to move from PwC to Strategy&, not very difficult the other way around. (Which makes sense)