218: Ignoring partners in an interview
You have been brainwashed by every single forum and case book to assume that McKinsey wants a framework and set of hypotheses, that you have stopped listening as carefully to the interviewer and simply providing hypotheses even when the interview is not asking for them!
23 Syys 20149min
217: Women are their own worst enemies
I want to talk about three incidences and what it says about how women think about themselves.
17 Syys 201424min
216: Choosing Boutique Firms over McKinsey
Choosing a boutique firm as one path into management consulting is a popular choice. While boutique consulting firm appear to operate like McKinsey and BCG, and may even be led by ex-partners, there business models typical mean they create overwhelmingly different experiences for their consultants.
11 Syys 201430min
215: How non-case problems impacted Rafik
Most aspiring management consultants will spend about 95% of their time focusing on the technical issues to fix their case performance. That is, they focus on hypotheses, frameworks, decision trees, structures and calculations. However, what if that is not the areas which will yield the greatest gains?
5 Syys 201412min
214: Why entrepreneurs always provide poor PEI answers
Entrepreneurs almost always fail to answer the most basic question: If you were so successful, why are you leaving behind all that success to apply for a ~$150K/annum package at McKinsey as an associate?
30 Elo 201411min
213: How Michael fixed a stuttering problem
This podcast draws on the feedback of one of our principals, Michael Boricki who was a Big-3 principal and left the firm on the day after he was appointed director, to discuss the technique he used to not only fix a stuttering problem, but use the pain from fixing the problem to introduce broader, and much needed, flexibility in this communication techniques.
24 Elo 201414min
212: Vague McKinsey/BCG feedback is good
This podcast is built on a discussion we recently had with a Yale PhD. His friend, who made it to the final round of McKinsey, was told that the firm had no specific development areas for her. She just did not make the make cut and she was upset about this lack of feedback, especially having been denied a place at the firm.
18 Elo 201416min
211: Ignore the case interviewer at your peril
It is quite common for Firmsconsulting to receive the following emails, questions or comments from clients and readers. When reading the comments below, try to think about why a reader would have these questions. In other words, what are their underlying assumptions?
12 Elo 201412min
