| Topic Name: |
Strategy Work |
| Message Name: |
Innovator's Solution? |
| Date Posted: |
01/14/2006 |
| In Reply To: |
Good question but it is probably best to explore it with hard and direct questions of people who you meet in the firm versus on this board. While there is often some reasonable info on this board, a broad statement is that you are not going to get the best representation of people who you will be working with (low tenure with the firm, non-strategy & operations serice lines like applications or other technology, and even question about if they still work for the firm are characteristics that seem to be common on this board).
That being said, there is definitely solid strategy work being done within the firm. Two of the core issues that it are in the process of being corrected within the firm is; a) an improved definition of where the firm has truly world class capabilities, and b) ensuring that there is talent capable of delivering these types of engagements (higher margin engagements and where you fit in). Most of the strategy work that we do well focuses on what has been referred to as "executable strategy" with engagements working on product channel development, pricing improvement, m&a services, etc. that will likely parlay into additional more operationally focused engagements. While I know of a few solid engagements delivering strategy based off of the mentioned Innovators Solution, the firm will be more shallow than BCG / McK in raw corporate strategy. The future model is not to necessarily emulate BcG / McK with a mirror image. Rather we need to be able to provide meaningful C-level guidance that may or may not have a bias towards helping them to implement the strategy (there is a generic progression of implementation svcs involving other service lines within the firm that work into this model). The simple driver behind the need to improve the definition and capabilities is that there is a real bifurcation of rates for c-level advisory services between top-tier consulting firms and others. Hence the willingness to invest more by investing in firm capabilities and to pay more to people who are able to extend the firm's S&O capabilities.
Again a suggestion for you: Take the raw - an arguably poorly informed - comments from this board with a grain of salt (including this one in all fairness) and get a true picture from the Partners / Directors / Senior Managers that you will be dealing with through the interview process. If you are coming in as a Senior Manager, the contacts that you meet should be able to help paint a clear picture for your path to partner (they will want to hear this from you as well). Figure it out - the model may not be the best fit for everyone.
Good luck... |
| Message: |
You gave that person a very fair answer. What type of work do we do on IS? Are they assessments of how innovative a company is and recommendations for improvement?
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