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Guys there’s this boot camp that I came across that trains people to get jobs in Top consulting firms and has a fee plan wherein you pay once you get placed. I just wanted to know if someone here has any experience with this ?
https://docs.google.com/spreadsheets/d/e/2PACX-1vQuKa3k-rG3emxJcfbidCjC0Su85E_BKqW9cTeFZMY4xg4LnUVxOLrpcETqf7d-iEePlFh6lJ1knwwD/pubhtml
But her emails
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As cutthroat as it is, I feel like I've been prepared better than anywhere else the past 3 years out of undergrad. It can suck at times but it is like tough love, it will ultimately make you a better professional.
Have worked at Deloitte, McKinsey, and BCG. I'd say Deloitte is by far the most toxically competitive. McK/BCG folks are highly self-motivated (read insecure) but also very collaborative -- especially at BCG (in my experience)
Fed is always different. In everything . @D4 fed is more laid back and slow
Bc our firm pays for school if you get in to an M7 and work for 3 yrs after. As I'm sure every firm's strategy group does
Welcome to the jungle!!!
I've enjoyed my time at D, been here for about three years (worked at another teeny firm for a brief time). Personally and professionally I have grown so much these past three years and believe being here has had a lot to do with that. We are pushed to be better constantly and a lot is expected of us (client work, PRD, firm initiatives) but in my experience it's always a push to make me better. I have definitely experienced people that I knew could careless about my development/made life harder than it needed to be but those people I'll just never work with again (the beauty of being at such a big place). I'm sure I'll move on eventually but not because we were too cutthroat.
Yeah, haven't experienced any of this at D. The cutthroat thing is definitely news to me
@OP as long as you are hearing and improving when you receive feedback you are doing exactly what you should be doing. Someone who "grew" up in the firm like your fellow consultant is going to have a slight leg up just because they know how Deloitte works. But that doesn't mean you are doing anything wrong and you also bring outside experience which is always valuable. Your responsibilities may seem small but once you have shown you can accomplish them well and on time your project should give you more responsibility. If not, think about things you can take on and approach them with it. Very soon you will be running parallel with that consultant. Curious to hear MS&O response!
Pressure can make diamonds right D10?
I wouldn't consider ATK cut throat at all.. pretty collaborative
@OP - if you are an experienced hire I suggest you make sure to build your network with the campus crowd - leverage their experience. Take advantage of the fact that they have group IMs up to share intel / time savers etc. Work on your dev areas via firm activity. If part of a large office be present and visible to GM leadership even if that isn't your service line - they can help you and tend to have a far reach. As for your teammate? Schedule weekly 15min checkins with your M and propose a weekly dev goal, get their perspective and go after it. I for one would appreciate that focused initiative from someone I manage. Also talk to your peer - get to know the person and be cool with learning and asking for perspective. You may encounter peers that suggest a transactional approach to navigating the firm - where 1:1 investment must equate to outcome. Focus on building some authentic relationships. Lastly don't listen to anyone saying Experienced Hires are at a disadvantage - while you may have to work a little harder to get established, it is your responsibility to own your career. Stay positive, be a glass half full type - we work hard and that temperament is the type I know good leaders want to reward.
Interesting read. Toxicity exists in any large firm and your experience is directly impacted by your management team. I guess I have been lucky to find niche. Like my team and my leadership team. I say find people you like and figure out how to work together.
Everything I've ever head leads me to say Deloitte but as with all stereotypes there are exceptions
I'm relatively new at Deloitte, on the Federal side. Seen some of this, but not to the extent described. Is Federal possibly different?
Op what firms have you worked for
Did anyone here mention the rampant layoffs across Deloitte? Granted all firms have layoffs and it's part of the hiring lifecycle for any firm. But based off what I've read on fb, layoffs seem to be the most prevalent at Deloitte of all the big 4 recently .
@PwC1 I totally agree - cutthroat-ness is directly related to size out of necessity.. have also heard that BCG and Bain are more chill than McK; but that's probably just because McK is McK
We're cutthroat? Need to me
News to me*
Manager S&O,
Thank you and appreciate your story. What advice would you give me as a new joiner to survive in 'the jungle' as some posters have put it?
Strategy& is not cutthroat. It's a bunch of old world legacy Booz folks who just want to go back to the days of no oversight on luxury items that could be expensed at will, and hate all the bean counters at PwC. Seriously. It's just people pining for the boutique days and new hires who didn't get MBB or their boutique of choice.
Competition is the result of three forces. Self-selection of competitive people, incentive structures, and company culture. You see all three in investment banking, for example. Consulting, at most, hits two of those. Bonuses are not even close to 100% of salary like they are in finance, so basis for competition is lower. Culture depends on the group you're in, but for the most part, even the MBB are humble compared to most IB folks. Self-selection of competitive people that all strive for the best groups is likely the strongest force, but even then, it gets muddled by the other two.