| Topic Name: |
Accenture & Booz Allen comparison |
| Message Name: |
"strategy" |
| Date Posted: |
01/18/2006 |
| In Reply To: |
My guess is that only about 20% of what WCB is the type of "pure strategy" work that would look familiar as such to someone from BCG or Monitor. Here I refer to work where general strategic methodologies and data analysis are applied to create new insight that drives the agenda of a client, as opposed to using the indutry-specific experience of senior team members to guide that agenda.
Another 50% is strategy-based transformation work which has at its core a lot of strategic thinking, but which involves a lot of complex design and implementation work. So while SBT has strategy as it's core, most of the work team members will actually do is not strategic in nature. |
| Message: |
I think we're all defining "pure strategy" differently. As someone who has worked in CB for a couple years, if you define "pure strategy" as:
- mkt analysis/due diligence
- new product strategy
- m&a strategy
- alliance strategy
...then CB's mix is at least 30% pure strat. If you include pricing and branding as "strategy", then it's at least 50%! Granted, the two offices I've worked at might be atypical, but probably not.
However, if you define "pure strategy" as pontificating on abstract issues using tired, old, questionable "frameworks" informed by little or no real-world experience of senior consultants, then CB's mix is <1%.
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