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I see there 2 bowls for TSYS, but both of them are not active,there are hardly any posts.
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Who all attended tc University today in kolkata?
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From the perspective of recruiting as a metric. My experience was that in the Booz days we rarely lost people to Deloitte and below. We mostly lost to MBB with some rare exceptions. Now a days we lose to EY, Deloitte, KPMG strategy etc.
My favorite story is that one of the lead partners who negotiated the deal for Booz (and tried to convince other partners that it was a great deal) left for McKinsey like a month later.
They were good. Pretty respected.
Monitor Deloitte has never seen the type of work pipeline Booz Allen used to see.
Lol@mc
Next rung down, but their specialization model worked well for them to get good work. However worked their people too hard and just like a lot of Deloitte / atk types many had inferiority complexes. Post acquisition in complete disarray and mid-implosion
^ lol
^ value firm, notice I hid my firm name to be impartial... ex-Booz if you hadn't noticed
Sorry D2 = value firm member, clearly on a 24 month staff aug doing high impact regulatory work / TM
Thanks, but no, thanks
^ that's hella funny if true
There is some truth to what PwC2 says. There was indeed a desire to keep the & in some shape or form from the booz&co. branding, however the execution was horrible.
I've been told that the legacy Booz partners were not happy with the Strategy& name at all however, PwC leadership overruled them. It is also believed that various factions in the PwC leadership wanted a name that they knew would fail
To be fair &'s are super hot right now. My source: I see them in ads more often... Do I think this justifies the name? Nope...
S& isn't Booz. But you are misinformed if you think we lose anyone to Kpmg, Accenture, or others similar. Occasionally we lose to ATK and Deloitte, but as a past recruiting lead, I can say that we win that more often than lose it. In terms of consulting firms we are still #4 on campus at top schools... A strong #4? Nope, but our recruiting numbers would still put us ahead of all non MBB
PWC really bungled the PRTM and Booz integrations. ATK basically powered its growth my poaching partners from there. What drove them all away, was it politics? Pay? SOX conflicts?
S&4, I could literally name half a dozen Beth good people that left for ACN Strategy and KPMG Strategy. On campus, I'm honestly not sure we're number 4 anymore.
I can think of a couple undergrads and MBAs we extended offers to that we thought were garauntees, who then let us know "no thanks" and come to find out they accepted other non-MBB consulting offers.
"....Half a dozen *really* good people..."......not Beth....who's Beth?
"...true world leaders in their areas of expertise."
Maybe the most senior Booz partners, but many of the line partners who came over were very comparable in experience and abilities to PwC partners. Definitely had much more discipline about developing distinctive intellectual capital, which is slowly eroding.
Integration is a two edged sword, both sides own some responsibility. There was quite a bit of resistance to (reasonable) integration....and failure to recognize that to some extent the acquirer gets to set the ground rules.
S&3, you actually know people that have left the firm to join other consulting firms like ACN? I have a hard time believing that unless they were counseled out... At what level? And what group are you in? Did you recruit direct into s& or are you one of those folks who leaked over from a legacy Pwc/prtm/diamond partner?
A classmate of mine had offers from Parthenon and S&. The latter was chosen.
A&D doesn't surprise me. CIPS would only not surprise me if it was energy/o&g sector. R&C + IPS still pretty strong
IP teams mostly....but because I'm in IP. I'm not sure about the other verticals. I was recruited into Booz. Not a PWC-er.