| Topic Name: |
Deloitte vs ATK vs Booz |
| Message Name: |
Add'l Info |
| Date Posted: |
02/17/2002 |
| In Reply To: |
Where you should go depends on where you want to be. If you don't know where you want to be, you're not likely to end up there and my advice will be useless. Therefore, it would behoove you to give us some insight into your long-term goals. What drives you and what will make you happy in 5 years? If you don't care, then join whichever firm offered you the most money.
Two considerations:
1) Which practice of BAH?
2) Join whichever firm has at its core the type of work you wish to do. It's scary when firms try to stretch themselves to do things they're not capable of. I've seen some "strategy" work from a Big 5 (these are accounting firms, not strategy firms), and the product was so morbid that the client had already decided to chuck it only a few months after it was completed. Their "strategy" was basically a bunch of boxes that people were supposed to fill in, but without any insight into *how* to fill in the boxes and how the boxes should drive strategy. It ended up producing no results at the client and Deloitte has since lost its strategy engagement at this particular client. |
| Message: |
Many thanks for all of the messages on this board-
Some additional Information-
>My offers with each firm are all from the commercial/ business side.
>I'll be working in operations / supply chain management.
>My background is with a no-name non-profit (althu' I do have a good quantitative background and am at a top B-school).
Some important considerations for me include the brand name on my resume as well as the likelihood of getting an SY offer. It would also be nice to be well positioned for SY interviews when the B/B/McKs are hiring again.
My long term goal is to move into industry at a high level in 4-5 years time. Coming from a non-profit I'm not fully aware of what's available but up-front I'm not adverse to either "pure" strategy or implementation or operations work.
Client contact is important also.
|
|
