Welcome back!

No apps configured. Please contact your administrator.
Forgot password?

Don’t have an account? Subscribe now

Skills McKinsey Associates Do Not Learn

This article explains skills and activities required to start and grow a boutique consulting firm. The economy in the US, Canada and the UK is starting to pick up again. In some parts, it is booming. Clients are spending, engagements are increasing and consultants from McKinsey to LEK are busy. What invariably happens is that some McKinsey associates and engagement managers, usually the former, will decide that the work is so easy to do, they might as well start their own small firms. They reason that since they have been doing the analytic work for about 2 years, they can manage on their own with a lower cost structure and pocket the higher margins. And they usually succeed for about 1 or 2 assignments. Yet, they typically fail after 1 year. Why is that? Why do obviously bright and hardworking McKinsey associates routinely fail to set up successful mid-size consulting firms? Sure, there are a handful of examples that work, but they are a mere fraction of the McKinsey associates who ultimately fail to succeed. In this post, I will explain how partners maintain this cycle of career and firm growth. Invariably, I will discuss the skills you need to deploy…

This article explains skills and activities required to start and grow a boutique consulting firm. The economy in the US, Canada and the UK is starting to pick up again. In some parts, it is booming. Clients are spending, engagements are increasing and consultants from McKinsey to LEK are busy. What invariably happens is that some McKinsey associates and engagement managers, usually the former, will decide that the work is so easy to do, they might as well start their own small firms. They reason that since they have been doing the analytic work for about 2 years, they can…

Read more…