52: Proving our techniques on dialogue
Last week we attended a graduation dinner for a candidate, who insisted we prove to her that it is possible to speak authoritatively on any subject and with zero preparation. She introduced us to a doyen of health economics to test this theory. FYI – we were not prepped in advance and do not know anything about the field. We wanted to show her techniques to manage such situations. Listen to what happens.
17 Jan 201218min
51: Networking Mistakes
Tackles some the recent problems we have seen with candidates. We have tried to stay away from conventional advice and address issues not commonly discussed. Since this is largely based on the tactics we advise our clients to follow, it is bound to be counter to the plethora of advice you find in many books and on many sites.
11 Jan 201219min
50: Analyst-Partner mistakes
This long podcast (60 minutes) examines the common mistakes consultants make at each level of their career. I have gone into some detail to explain my own mistakes, and that of former and current colleagues. Some of the advice is counter-intuitive and I have stayed away from generic advice. This will be very useful to aspiring consultants who need to understand what it takes to succeed at each level.
5 Jan 201259min
49: Join Accenture etc?
We get this question more times than you can imagine. We also get a chorus of Accenture people telling us we are wrong, and they are "eating McKinsey's lunch." I think the question posed is incorrect and the defense of Accenture is incorrect. This podcast explains why. BBM are good at advising decision makers on general management issues. They excel at that. They are pretty much no-where in the implementation space. Accenture, Deloitte SO etc have their areas of strength, but it is not in the general management advisory space. They are both good at different things. Decide what you want to do and then pick the firm. However, don't assume a firm is good everything, and if you have never worked at BBM, don't believe everything your Accenture/Deloitte/[add your firms name here] partner says. Get first-hand information. FYI – Kennedy Research, the Economist and IDC Research are not first-hand information and neither is getting the opinion of a junior person or someone with just one or two years experience.
30 Dec 201113min
48: BCG And Clients
Not all BCG engagements begin via a call from the CEO or Chairman of the board. Many do, but life is not that simple. Some, unusually, begin with a call from a middle-manager who does not speak English well. What differentiates BCG, and McKinsey, from Tier-2 firms, however, is how we handle these calls, understand the deeper problems, and cascade the issues upwards until, when the time counts, we are in front of the board. Most Tier-2 firms receiving the same call would settle to try to sell the middle-manager a $100K project or simply dismiss him as unimportant. BCG uses it has an opportunity to learn.
24 Dec 201140min
47: Greg Smith's Goldman Op-Ed
I have had many people emailing me the Goldman Sachs letter to tell me that, "Michael, this is exactly what you teach us." It is not. I fundamentally disagree with what Greg Smith did. It goes against the consulting culture, values and ethos, at its very fiber. Here is why, and I would welcome your comments on this.
18 Dec 201129min
46: Comparing 2011 MBA Salaries
Based on offers made to our candidates in the Fall 2011 full-time recruiting, we present the ranges of packages offered. The sample size, 48, is large enough to offer a good approximation of all offers extended. Listeners are cautioned not to extend these numbers outside the USA, where salaries differ significantly. As expected, Accenture and Deloitte dramatically out-offered Bain, BCG and McKinsey.
12 Dec 201114min
45: Follow A Corporate Finance Study
An earlier podcast discussed a fairly labor-intensive case where we needed to literally roll-up our sleeves to find and extract data. This is the opposite engagement. It is the glamorous engagement all aspiring consultants dream about and imagine consulting is about. In this engagement, we worked for the largest company in the world, in its sector, to understand how to increase its share price. We were based out of The City in London and had to change conventional wisdom about value creation. I had the good fortune to lead this engagement.
6 Dec 201143min
