| Topic Name: |
confused undergrad |
| Message Name: |
Typical answer |
| Date Posted: |
01/14/2000 |
| In Reply To: |
Let's make things clear: you yourself admit that McK people have better analytical skills... they need this because they work on client issues which are much more complex then at the sweatshops such as AC, BAH or at some other firms such as Hay. Having said that, actually implementing recomendations (except for systems integration etc.) is something that McK people could do as well... (and perhaps even better then Hay) but we don't.... because we don't find the work interesting and because it would not be the best (ie most lucrative) way to spend our time and the clients money.... you don't see the president of the United States mowing his lawn now do you???
Still... McK people do help guide clients through organizational change but more often than not from a high level... as aprt of steering committees etc.
You should think hard about whether McK people wouldn't be suited to work at Hay or whether you just feel inferior to them during interviews and therefore decide to pass them over.
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| Message: |
First of all I've noticed that the president of the United States does lots of things that don't add value to the US.LOL
More serious. You are right, there is a clear distinction between the complexity of work that McK does versus Hay. Most of all a difference in the type of complexity. The complexity of work that I work in and recruited for has to do with achieving results by facilitating the decision making process at the client. Building coalitions, achieving buy-in, educating people and even personally coaching managers on a 101 basis is hugely complex, challenging, fun and adds tremendous value. The skills required differ extremely from typical McK skills. That doesn't mean I do not see the value added of the McK skills nor that these skills are usually higher priced than the Hay skills. I would admire the combination of both skill sets. Unfortunately only very few people achieve this combination at any firm.
I do occasionally meet top executives, who often have no consulting experience, who have these skills and use them to reinvent the company they work for.
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