In this detailed strategy specific podcast I discuss a railway privatization and commercialization engagement I co-managed earlier in my tenure as a corporate strategy principal. I outline how we reorganized the client, exited non-core businesses, improved inefficiencies and prepared the client to compete in a deregulating market.

Training by ex-McK, BCG et al. Partners

Receive free exclusive episodes to advanced strategy and case interview training programs, plus a chapter from Bill Matassoni's Memoir. This is the ONLY way to sample FC Insider material.

Where else can you learn from ex-partners?

Sign up to receive exclusive FC Insider episodes. Start now:

Privacy Policy


6 responses to Behind-The-Scenes of a Strategy Study

  1. Hi Bhupender, when there is no clear objective function from the client, the consulting partner, me in this case, needed to create that for my team. Other partners on the engagement would do the same. Michael

  2. Interesting!!. There was no clear objective function from government yet things worked the way all anticipated. Is that because there was no time pressure and the teams had the time to depend on some trial and error?. How do we deal when objective is not clear and timelines are strict. Did you ever face such situation in any small or big engagement.

  3. Anit, this was not one engagement over 4 years but a combination of multiple smaller studies all leading towards getting the company towards privatization.

    The longest individual engagement was about 4 months. Yet, in total we did about 7 separate studies for the client in that 4 year period.

    Yes, teams were cycled in and out but about 50% stayed through to the end in some form. The discussion on transitions and knowledge transfer is worth exploring for another podcast. Michael

  4. That was a very interesting project to hear about.

    Most consulting firms talk about how individual engagements typically only last a few months, yet you mentioned that this was a 4-year project. Does this mean that teams were cycled in and out over the course of the project? How did you handle team transitions? Were the partners and principles the connections that transferred knowledge from one team to the next?

  5. Thanks Mateusz. On any given large strategy study, there are usually consultants from other firms working at the client. In this case we just happened to have a close level of interaction with PwC and E&Y. I actually enjoyed working with them. Michael

  6. Great podcast! I am amused about your work on the railway project. It was tough to manage all those people and on the same time cooperate with PwC and E&Y management team.

Leave a reply

You must be logged in to post a comment.