750: Evaluating your firm's training (Case Interview & Management Consulting classics)

750: Evaluating your firm's training (Case Interview & Management Consulting classics)

For this episode, let's revisit a Case Interview & Management Consulting classic where we discuss consulting firm's training.

Too often clients ask the wrong questions when it comes to assessing training at consulting firms: do smaller offices have poorer training, should I attend training as soon as I join, does BCG have better training than Bain etc. When considering training you need to both consider formal and informal training. As we show, formal training is very useful, but not at all for the hard/technical skills it purports to impart on attendees. Informal training, also known as training on an engagement, is most effective when consultants can practice under diverse conditions. In other words, the more you travel and work with foreign teams, the better will be your training. Some firms encourage more global staffing and others far less. That counts.

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McKinsey & BCG winning resume free download: www.firmsconsulting.com/resumepdf

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Episoder(826)

222: Using The Consulting Offer Videos Effectively

222: Using The Consulting Offer Videos Effectively

Clients using the Consulting Offer Videos fit into a neat bimodal distribution.

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221: The First 3 Minutes of a Case Interview

221: The First 3 Minutes of a Case Interview

The first 3 minutes of a coaching session, practice session and case interview determines everything. First impressions count.

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220: Why Candidates Fail to Succeed

220: Why Candidates Fail to Succeed

This is an important and wide ranging podcast around the theme of why candidates fail and some key observations from Felix in The Consulting Offer Season 1.

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219: Are Some Consulting Club Leaders Selfish?

219: Are Some Consulting Club Leaders Selfish?

The concept of a Management Consulting Club is great, but the execution leaves little to be desired. Very few clubs are actually run by presidents/executive council members who know anything about consulting, or worse, care about their members.

29 Sep 201415min

218: Ignoring partners in an interview

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 Sep 20149min

217: Women are their own worst enemies

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 Sep 201424min

216: Choosing Boutique Firms over McKinsey

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 Sep 201430min

215: How non-case problems impacted Rafik

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 Sep 201412min

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