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If you're planning to gain market share, you can't have your resources running on 100% billability. You need to have slack capacity to (1) do the biz dev work and (2) staff on projects when new wins above baseline (for on-par growth) come in. As you say, the opportunities lie in raising overall advisory quality to S& levels and simplifying the operating model to encourage more collaboration.
Sounds like we have very similar opinions. And they said we didn't get along over here.
To S&1 point, goal is to raise PwC to S&, not lower S& to PwC... However it's a blend, and in said blend the whole ends better off but the pieces are in a lower place. You can't have S& doing 7 month long ops projects (like I was in under 2 S& managers)... yes there will be exceptions, but we will price ourselves out when competing against Accenture who has strong blended rates with SDC teams. Strategy work is quick in and out, move on to another project or work stream... But can't expect to be staffed in the exact same project and same capacity for 6 months. That's the PwC way rubbing on S&. Sounds good on paper, in practice strategy work doesn't work that way. All IMHO so take FWIW.
Lol that was actually good
Have you seen the gray bags... close enough
No retention bonus this year? Heard they promoted pretty much everyone last cycle...
Definitely having retention bonuses. They promoted a lot but sent most pwc strategy people back to pwc and laid off a fair amount of newer hires and legacy Booz folks ...... allegedly
Sounds like folding S& into the mothership
Depends on industry, but from what I've seen, the legacy Booz folks tended to be the survivors. Really a matter of which partners called the shots (which tended to be the Booz folks). But with that said, the end goal should still be to push PwC rates closer to S&, not other way round.
There is so much back office / IFS it makes me sick
Lol- 😆. Love the evil overlord visual. Needs to have an all black uniform to convey that.
From what I've seen: hard to justify a mix of S& and PwC people on same project doing seemingly similar tasks (client doesn't care who does what, most of the time). In one of my previous projects, 2 S& managers commanded a premium in an operations-related Project that simply did not make sense. Matter of time until a shuffle occurred, esp for those PwC that were elevated to S& outside of Director/Partner level
Purge the non performers, re-evaluate target recruiting schools, maintain competitive salary + bonus... maybe we'll have quality to sell and then we'll be able to justify premium pricing.
I don't see why they don't do these things... I feel as if our advisory arm (consulting) is so bloated.
Ultimately, I would like to be (more) proud to have the PwC stamp on my resume, and would like the S& people as well. I have to believe it begins with campus recruitment standards and cutting the fat.