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I am sympathetic to feeling like you have to take more steps. In truth- it’s longer to get to D but the same timeline to get to P. In my experience most Managers who think they are ready for D (and this included me) weren’t really ready- the jump is too large. In some practices you’d go from having no official sales target and a 80+ utilization goal to a 5m sales target in 1 year for example. A few other factors to note- many Ds don’t progress through the cohort if they aren’t doing well. Just because someone is a second year does not mean they are a D2. With each cohort jump at D the sales targets jump again significantly. SM2 could be the perfect place for today’s strong managers to be staffed as Directors with a lower sales target so the transition to D is smoother.
The cohort will be M1, M2, SM1, SM2, D1. So the SM role is more like the current M3 with some current D1 mixed in.
1) What would be the motive for stretching out time to partner? OP seems to smell a rat here. What’s the motive?
2) I don’t understand why PwC has everyone on the same track. The fact they expect to attract quality talent and have the same expectations of a PhD that they would an MBA is asking for trouble. PhD’s don’t want to run projects but you will need their expertise. Also true SMEs likely won’t be as motivated by revenue. They will be motivated by creating eminence and building tools and research. So if PwC wants to improve their model to create a better client and employee experience, create a new track don’t add levels to your current one.
Realistically, it is the same. The reason you add a new level is because people are getting stuck, or have unrealistic expectations on how long to stay at level.
Your total duration to PMD is likely the same
Let’s take a D1 from this year and put them against a SM1 next year. Is the firm going to flatten the distinction between lower director levels and senior manager levels out, or does the person becoming a D2 significantly outrank the SM 1?
I’d rather be stuck at a director than have to progress through an additional hurdle for what people say is the same thing. How can it be the same thing if it’s such an expense to the firm...
I left just before the SM thing was announced but feels like away to retain talent with a title change and to create a little longer timeline to get to Partner. There was also a huge pay gap between M3F and D1A so maybe that’s closing that gap by introducing a new rank in there. The real kicker will be if a business case is needed for SM or if you can get there without it.