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Launching A Consulting Firm

We spent Saturday holed up in a beautiful Victorian-themed hotel. We were helping to develop the business model and business strategy for a new management consulting firm. The founders, eight ex-partners from BCG and McKinsey, had left their previous employers over a 12 month period. This delayed departure was done to make sure they did not create the impression of a mad rush to the door to create a new firm. In reality, they could be a profound competitor since they were tightly focused on a region and specialized in the financial services, telecoms and healthcare sectors. Moreover, they all had worked in the Middle East and would be able to create a strong franchise in this area. The session was an all-day event from 8am to 8pm to debate and discuss the focus of their new business. The questions they asked of themselves are very enlightening. All consulting firms should be doing the same, especially newer consulting firms trying to take on the established giants. • Will we be a value or values based partnership: Will we promote and reward people on sales alone or will our values be our most important filter for recognition? • Why did we…

We spent Saturday holed up in a beautiful Victorian-themed hotel. We were helping to develop the business model and business strategy for a new management consulting firm. The founders, eight ex-partners from BCG and McKinsey, had left their previous employers over a 12 month period. This delayed departure was done to make sure they did not create the impression of a mad rush to the door to create a new firm. In reality, they could be a profound competitor since they were tightly focused on a region and specialized in the financial services, telecoms and healthcare sectors. Moreover, they all…

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