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McKinsey & Company Has any industry experienced candidates pivot to MBB Engagement Manager before? My roommate works at FAANG as Senior Analyst (Ops, 6+ YOE) and was approached by McKinsey & Company recruiter for an EM role. He hasn’t done consulting before. Would this be too much of a risk? His goal is to pivot to PE S&O eventually.
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That's why MBBs pure strategy approach will lead to their downfall while Accenture and Deloittes of the world will survive (they move into implementation as well)
Soon, noone will want expensive decks written by nontechnical people that are very hard to implement in real life.
Bad implementations is where good strategies go and die.
A1 ready to fight lollll
Rising Star
To MBB, it’s worth what they bill for it.
For clients, it’s worth being able to blame MBB for the failure.
Chief
You make them believe it does work
Part 1: look at this awesome strategy we (read: the consultants we paid) came up with!
Part 2: it’s not our fault we didn’t realize the savings / growth, it’s those consultants we hired!!
Part 3: we need a new strategy…who can help us come up with a great growth / savings opportunity?
Rinse and repeat.
I think these strategies fail because you hire those cheap ass implementation consultants, instead of continuing with MBB for implementation as well ;-)
With the cost of one case team, you better have the implementation wrapped up in 4 weeks max
Happens all the time. Had a project where Finance function wanted to cut $20M costs. We followed up on BCG expensive strategy (the savings goal our sponsor committed to to CEO). The strategy was..... "fire people in finance until you get to your goal" and poof! There's your savings lol knuckleheads
Their strategy didn't work. The cost center was all very, very lean... So eliminating HC to the extent originally suggested was not feasible.... We developed a new strategy and ultimately we made it work and ultimately saved more.
Had this happen on last project
This is why you should hire us to do the implementation with shared risk arrangements. We have skin in the game and we deliver on the strategy. Yea it costs more, but it significantly derisks and you get the impact we promised or literally get your money back.
CXOs get MBB on board to support their new ideas, prepare the business case, pressure teat assumptions, and present to the Board / relevant stakeholders for the green light. In some cases, MBB teams stay with the client till the initial 1-2 phases of implementation are completed.
A strategy is worth so much because the CXO is seeing that as their next bold bet. It doesn’t always translate into expected top line / bottomline impact when the rubber hits the ground.