1. Introduction to Consulting?
Presentation to MBAs and MiFFTs
J-P Martins, Consulting Careers Team
8 September 2010
Page 11
Page

2. Today’s agenda
Introductions
What is management consulting?
Who are the consultants?
How do I get hired?
Recap & next steps
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3. Who am I?
1:1
7 years’ Consulting
sessions
experience J-P Coach/
at BCG & advisor at Drop-ins
Bain
Martins LBS
Strategy &
Blog
Corporate
Development Client of
roles in Mining BCG,
& Financial McKinsey, www.problemssolved.org
Services Deloitte, @jpstrategy
KPMG &
EMB
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4. Who are you?
MBA and MiF students
Novice Onlooker Participant Player
• I have no • They’ve • I’ve worked • I’ve worked
experience been on a project as a
of involved with them consultant
consultants with my
company
No experience High experience
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5. How is this going to work?
You signed You emailed I try to answer
up for this! me your them!
questions
Tweet/text
You read the presentation further
• Is consulting for me? questions,
comments,
• To which firms am I best
answers
suited?
We pause for
• How do I get hired? further Q&A
#lbswwh .
Text: 079 6690 7426 Wrap-up
• Next steps
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6. Today’s agenda
Introductions
What is management consulting?
Who are the consultants?
How do I get hired?
Recap & next steps
6
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7. What is consulting again?
Question Answer
What is the difference Consulting is merely a state of employment
between Strategy  Differs from ‘employed’ or ‘contracting’
Consulting and
Management Key features are:
Consulting?
 Work for multiple clients
 Advisory in nature
Management consulting describes the field worked in –
any issues that pertain to management
 Very broad
Strategy consulting is not a good term, but best describes
Addressed in ‘Who are a segment of management consulting activity...
the consultants’
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8. Sorry, what do they actually do?
Questions Answers
How does a project The case team leader The team (consultants & clients) will work
team work together (typically 2-3 years together to solve the problem:
in consulting, eg post MBA) will:  Work through the issues logically
specific roles of  Ensure the problem  Discuss approaches and solutions as a
consultants/ is correctly defined
associates/partners, team
and scoped
is there a hierarchy?  Conduct desk research, interview and
 Understand what observe clients, ask awkward
Who generates the client needs to questions, collect and analyse data,
ideas and who achieve consult experts
implements them?  Sound out  Substantiate conclusions with data,
Is the work more approaches and data, data
qualitative or potential solutions
quantitative? (hypothesis based)  Obtain buy-in from team members and
client’s senior management
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9. Can you give some examples of
consulting projects?
Questions Answers
I understand it is very innovative, but it'd be Four best summarise my
great to have some more concrete examples? consulting career:
Do top consultancies also drive the Merger between 2 global airlines
implementation of their ideas or do they always
end the project with only recommendations? Operational improvement at
flight catering centre
 What is the typical involvement of a
consulting firm with the client after Energy (coal) supply & demand
recommendations have been given?  Focus on China
 Does it vary among different firms and does it
Operational improvement
depend on how senior you are?
programme for large industrial
miller and baker
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10. Backup
Example project 1: Merger between two
global airlines
Problem: Asked by CEO of XYZ Air to assist build a business case for merger, to present to Board
Project: Two teams, each led by a manager with 2 or 3 consultants/associates, three month
timeframe
Identified likely areas of synergy and estimated quantity of each
‘Killer’ analysis was reconstructing the other airline’s operating and maintenance
schedule by working backwards from published timetables
Also lots of detailed working through organisation charts and expense details with XYZ
Air’s senior managers
Developed detailed brand and service strategies to minimise top-line erosion
Workshopped findings with select senior managers from both airlines
Findings: Validated key assumptions and overall value - £1+bn synergies
Results: Work was presented to Board – they continued to move forward with the project
Merger was eventually announced to markets, but rejected by regulators
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11. Backup
Example project 2: Operational
improvement at flight catering centre
Problem: Asked by GM Catering of XYZ Air to advise on cost reduction and operational
improvement at regional flight catering centre
Project: One team, led by a manager with 2 consultants/associates, three month timeframe (one
of 8 or 9 such teams running simultaneously in the same client)
Hand-picked 15 client team members to perform the project analysis and act as change
champions
First day was met by a walkout of all staff leading to no food on planes for a 6 hour period
Identified likely areas of opportunity and quantified each
 Included sifting through all discarded meals from one day’s flights to identify what
passengers really want to eat, rather than what they say they want
 Benchmarked potential savings against wholesale outsourcing
Findings: Over £1m annual saving possible from reduced flight delays, re-scoped food menus and
efficiencies in ingredient procurement
Results: All recommendations accepted and implemented – XYZ went on to further reduce
scope of economy class hot meals as it realised these really were not valued by public
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12. Backup
Example project 3: Energy coal supply
and demand study
Problem: Asked by Group CEO Energy of Global Mining Co to produce bottom up forecast of
energy coal prices for next 15 years based on comprehensive supply and demand study
Project: Sino-Australian team: 2 managers with 4 consultants/associates, with 1 senior manager
and two engineers from the client, 3-month timeframe (based in China for 2 months)
Completed survey of 300 Chinese mines using local market researchers, and
exhaustive electricity demand projections based on GDP growth and demand elasticities
Modelled all planned power stations over next 15 years and likely impact on demand
Thoroughly researched Chinese road, rail and sea transport infrastructure
Built global supply and demand model using company information
Findings: Ground-breaking (then!) view on explosion of Chinese natural resource demand
Confirmed availability of low cost coal production to meet this demand, despite likely short
term transport bottlenecks, and unviability of some of Global’s assets in the long term
Reviewed Global Mining’s cost position and made advised strategy for each mine
Results: Strategy not adopted – Global Mining instead reacted to short term price rises, raising
long-term price forecasts, and overinvested in acquisitions which destroyed value
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13. Backup
Example project 4: Improvement
programme for industrial miller/baker
Problem: Asked by COO of Aussie Milling & Baking Co to develop a company-wide performance
improvement programme for manufacturing operations
Project: Australian team: 2 managers with 3 consultants/associates, with 1 manager and 6 plant
staff from the client, 3-month timeframe (based in industrial bakery for 2 months)
Organised the work around quantifying and then targeting waste streams around the
plant – waste defined by all resources
 Materials mass balance  Space
 Labour  Plant
 Energy
Findings: 25% reduction in overall costs possible, principally in ingredients and labour
Proven methodology and templates that could be rolled out by client workforce at all
sites
Results: Programme adopted – Aussie Milling & Baking Co rolled out programme across portfolio
of manufacturing assets over next 2 years
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14. How do consulting firms add value?
Question Answers
As consultants are ‘As adept as senior management’
working on various – Not that high a hurdle!
industries/institutions,
how do they arm Different skills – consultants are specialist problem
themselves efficiently to solvers, not generalist managers
become as adept as
senior management in Personal experience – not that hard to add value to a
specific industry and senior management team within 4 weeks of starting in a
even provide practicable new industry
solutions?
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15. How does staffing work?
(1 of 2)
Questions Answers
How are team members All firms (especially the large ones) have dedicated,
selected? professional staffing functions
How much ability do you A range of factors influences staffing
have at the top tier firms  Availability  Market systems
to select industry/
clients/ projects?  Experience  Development needs
 Reputation  Preference
How do major strategy
consultancies create  Performance/reviews  Team balance
project teams and is it  Expertise  …
possible to influence
that? Don’t underestimate importance of networking,
reputation with partners/managers
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16. How does staffing work?
(2 of 2)
Questions Answers
As an entry level consultant Some firms hire into specific practice areas, others
coming from a pharma R&D don’t
background, will it be possible
for me to specialise in a Some firms specialise or focus more in some
particular area? practices than others
 Ditto for offices within a firm
Will it be better for me to target
a boutique consulting firm or a Some boutiques are specialised in industry sectors
full service consulting firm? or functions, others are more generalist
Regardless of their ‘junior’ model, most firms require
a degree of specialisation by practice area as you
progress to more senior levels
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17. Tell us about exit from consulting, and
opportunities after consulting (1 of 3)
Questions
In regards to the career progress: could you talk about possible career options outside the
consulting industry at different points of the consulting career stages?
What are typical exit opportunities and exit timing for MBA-holder consultants? Besides
consulting, I am interested in corporate strategy roles in large industry organizations (where
I could work on processes, organization, and strategy, not solely M&A) and strategy/
operations roles in PE (e.g. KKR Capstone). How would consulting experience would fit into
such career? Is it at all possible to get such job without prior experience in consulting?
What is your experience on moving from one to another consulting firm eg having spent
a couple of years with the first one?
What are the potential/most feasible/most common exit options for consultants at different
levels?
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18. Tell us about exit from consulting, and
opportunities after consulting (2 of 3)
6-9 years
Half life < 2 years 4-5 years
2 years
post MBA Partner1,3
Manager1 • Partner/
Typical MBA Director2
entry level • Associate
Case Team Principal2 • Vice
Leader1 • Principal3,4 President4
• Engagement
Consultant1,3
Manager2
• Associate2,4 • Project Leader3 10% survive?
• Senior 25% survive?
Associate Associate4
Consultant1
• Business
Analyst2 50% survive?
• Associate3
• Consultant4
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1 Bain, 2 McKinsey, 3 BCG, 4 Booz
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19. Tell us about exit from consulting, and
opportunities after consulting (3 of 3)
Exit to: mid-management/
analytical roles in large 6-9 years
companies, senior manager 4-5 years
roles in mid-size
2 years
post MBA Partner1,3
Manager1 • Partner/
Typical MBA Director2
entry level • Associate
Case Team Principal2 • Vice
Leader1 • Principal3,4 President4
• Engagement
Consultant1,3
Manager2
• Associate 2,4
• Project Leader3
• Senior Exit to: Industry leader,
Associate Associate4 Exit to: senior CEO/direct report in
Consultant 1
management roles large companies, retire,
Exit to: analytical, planning,
• Business in large companies, establish own winery
strategic, management roles
Analyst 2
CEO/direct report etc…
• Associate in industry
3 roles in mid-size
• Consultant4
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1 Bain, 2 McKinsey, 3 BCG, 4 Booz
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20. Tell us about work/life balance…
Question Answers
Is there some Consulting is tough – hours can be crazy and unpredictable,
tendency regarding as can travel. 60-70 hour weeks typical, 90+ possible
travelling needs and
work hours among Travel varies a lot between firms and offices
different firms/offices  Staffing model
(geographic
 Area covered
location)?
Type of work done also drives travel
I am particularly
interested in the  Work with clients means 4 or 5 days a week at client sites
work-life balance  Market sizing/competitor analysis may mean mainly desk
aspect of being a work
consultant
London – lots of clients in the city – but also global clients
Hours often driven by your and your managers’ style
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21. Today’s agenda
Introductions
What is management consulting?
Who are the consultants?
How do I get hired?
Recap & next steps
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22. How do the firms differ?
Questions
Would it be possible that you spend more time, explaining different types of consulting
and the companies in each consulting sector? I see one slide in “Who are the consultants”
presenting different consulting types, but more detailed explanation would be appreciated.
I have been speaking with many consultants, working in companies such as McKinsey,
Bain, BCG, and Monitor. Unfortunately, even they are not really sure about the core values
that differentiate one with another. I have been able to observe slight differences between
their working styles. However, I do not think that my findings will be enough in an interview.
Do you have any tips for us?
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23. The most useful way to segment firms is
by fees and size
High Strategy Boutiques Global Elite
(‘Top Tier’)
Mars & Co BCG McKinsey
Strategy
Bain
Booz Consulting
PRTM
Diamond ATK
Revenue
per
Consultant
ZS Associates IBM
Atkins Deloitte
Accenture
CapGemini
Diamond
Low Specialists Global ‘Full Service’
10 100,000
Size of Firm (# consultants)
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24. The ‘Top Tier’ firms have similar
business models and products
Why They Look The Same
Similar people Data driven analytical approach
‘Top Tier’ Firms  Recruit highly selectively from Slide driven communication
top business schools
McKinsey Moved from short term projects to
Partnerships long term relationships, many years
BCG ago now
Rigid up or out, rapid progression
Bain to partner for a few Work on all aspects of
management
+/- Booz Blue chip clients
 Whatever matters most to the
+/- AT Kearney  Eg FTSE 100 Chief executive and board
 Leaders in their field Equally comfortable in
implementation as ‘strategy’
Issue/hypothesis based
workplanning
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25. Observed cultural differences between
McKinsey, BCG and Bain
Influence
Generalist, Private
equity focus
More McKinsey Bain Value
specialised,
including
specialist hiring
BCG
Generalist
Ideas
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26. Tell us about boutique firms…
(1 of 3)
Questions Answers
Can you list boutique firms so I can research 1,000s of firms!
them more?
Try my blog
Tell us more about areas of specialisation of  “The Definitive Guide to UK Consulting
different firms
Firms”
 Private Equity: Can you give us a general
– by Top-Consultant.com
understanding about the consulting
activities in this area?  “How do the Top Firms Differ?”
 VC/Tech incubators: Does any company Also Vault guides, BLT
provide management consulting to Venture
Capitals/ technology incubators as well? PE: Bain, Parthenon, Big 4…+ many others
 Would like to get as much information as Lots of DD, a bit of improvement and v. little
possible in regards to consultancies that strategy
have sport divisions or boutique firms that
specialise in sport and the business of Sport: Deloitte + many others
sports Mention BCG
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27. Tell us about boutique firms…
(2 of 3)
Generalists: McKinsey, BCG, Bain, Booz & Co, Roland
‘Top Tier’ &  Across sectors Berger, A T Kearney, Monitor, Marakon, LEK,
Big Boutiques  Strategy, M&A, PE, Operations, Processes, OC&C, Parthenon Group
Organisation
Part of much larger firms, leverage accounting, Accenture, Deloitte, IBM, PA Consulting
Global, Full Service
auditing, corporate finance, systems relationships
Specialise in a sector (eg FS, FMCG, transport, Finance: Oliver Wyman, McKinsey Corporate
construction…) or function (eg finance, HR…) Finance
Functional & Sector IT: McKinsey BTO, Axon,
Specialists
Sales and Marketing: ZS Assocs, Wolff Olins
HR: Towers Watson, Hay
‘Small’ Boutiques Very many firms, some quite small e.g., Greenwich Associates, Mars & Co,
Internal Often do the same work as consultants e.g., Diageo, Reuters, Shell, Deutsche Post,
Consultants Many different titles Vodafone, Oracle
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28. Tell us about boutique firms…
(3 of 3)
Questions Answers
How do they hire? 1,000s of firms!
What are the recruiting policies and Larger ones, with models based on top tier,
structures of the boutique strategy hire like the top tier
consulting firms?  But fewer hires, not every year
Do they have on campus  Eg 2020 Delivery
recruitment programmes?
Specialists may only be looking for relevant
experience, or not value MBAs so much
May not advertise/come here
May or may not be receptive to applications
All will give details on their websites
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29. Today’s agenda
Introductions
What is management consulting?
Who are the consultants?
How do I get hired?
Recap & next steps
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30. Explain the numbers…
Questions Answers
Can you explain why only 10% of LBS students got Not 10% – I don’t
top-tier consulting jobs? Was it because the recognise that number
applicants were too similar or the market was down,
etc?
I was analysing the London Business School Permanent hiring always
employment report and figured that Consulting firms exceeds summer
don't really hire as many interns for the summer as they internships
hire for full time. This has also been told by a few recent Don’t confuse timing
MBA graduates. In fact the report indicates that issues (different cohorts)
summer hiring is barely about 25-30% of the full- when reading the
time hiring. Does this mean that Consulting firms don't employment stats
rely much on summer internships?
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31. You can’t all get jobs in the ‘top tier’
Illustrative Top Tier Recruiter 2008-9
2nd Round
Applications 1st Round Interviews Hires
Interviews
350 92 (26%) 33 (9%) 10 (3%)
160
190
52 17 4
40 16 6
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Blue = Spring (‘summer internship’) recruiting Red = Autumn (‘full time’) recruiting
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32. Autumn 2009 saw 50 MBAs get
consulting offers (47 accepted)
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33. Summer 2010 shows the market continuing to
improve, with 64 MBA consulting internships
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34. What are they looking for again?
Questions Answers
I understand there are certain requirements 3 models:
to get into a good consulting firm but have
also heard things like requirement of a high
GMAT score which is not defined at any 1. Smart, charming, driven
point but a significantly higher than average
GMAT score like say 730+. In addition Easy to remember
some firms also look at the Undergrad
2. Problem solving, personal impact,
GPA scores. Is this correct? If yes, to what
leadership, drive/aspiration
extent?
Robust, lots of detail
How important is networking for
Consulting jobs? I heard from some people 3. My self-assessment framework
that it is more important for Banking jobs
rather than Consulting jobs Statistical predictive validity, simple,
easy to apply, and a little bit scary
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35. ‘How to get a consulting job’ on a single
slide? – Easy!
Brilliant
Smart Top of the class
Double degree, first class honours
If you had this magical
Obama mix, I guarantee you
Charming The young Cary Grant wouldn’t need me to
review your CV or to
?? practise a single case…
Lance Armstrong
Driven Michael Schumacher
Bill Gates

36. A more actionable checklist involves
four areas of competency
Problem Personal Drive/
Leadership
Solving Impact Aspiration
 Intellectual capacity  Presence  Maturity  Driven by results –
action oriented
 Analytics/quants.  Confidence vs. ego  Track record
(sporting, clubs)  Enthusiasm
 Creativity  People skills
 Integrity  Desire to excel
 Business judgement  Team player
 Inspirational  Other interests
 Comfort with ambiguity  Sense of humour
 Willing to take
personal risks
Could I put you in front of a client on Day 1?
Could I spend 24 hours flying from London to Sydney with you?

37. Self-assessment framework
Assess your own CV for your ‘hirability’ for
strategy consulting
The tool produces a ‘CV Score’ out of 10
Academic: Rate your academic performance
out of 4
Professional: Rate your professional
experience out of 4
‘Other’: Rate your ‘other’ information out
of 2
Exceptions: Consider what specific exceptions
might apply in your case
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38. It works!
(…up to a point…)
% of applications securing any consulting offer
Scary! Not what you do while at B-School, but
who you were when you came here
Not about how well written your CV is either…
Score:
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39. How will consulting firms view my
particular background?
Questions Answers
How much do consulting firms place value A lot!
on previous work experience and
background?
How much does your education and work A lot!
experience influence hiring?
Which firms like technical background All top tier and strategy firms, plus many niche
(meaning strong quantitative/ analytical firms
skills)?
Which firms like strong GMAT score? BCG and McKinsey in particular, but all strategy
firms to some degree
The main candidate pool for consulting General business knowledge and sense
recruiters is MBA students. Upon what
aspects could non-MBA students improve Motivation – is consulting your first choice, or just
and address emphasis? what you’ll do if you don’t get your I-banking job?
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40. Lots of personal, specific questions on ‘How
will consulting firms view my particular
background?’
Questions Answers
I have worked in Pharma R&D for 6 years and am a physician by training. I want to stay in the
healthcare after my MBA. Do firms hire for their healthcare practices from London Business Most of these are too personal for this
School?
presentation
I have 8 years experience in Telecoms and Hi-tech (Sales Support and Account
Management) – should I leverage my experience while pitching for consulting firms? Will this
experience constitute a fifth area of competency in addition to those mentioned in your  Complete the self-assessment
presentation? Will I be considered for the same typical MBA entry level to consulting firms
irrespective to the years of experience I have?
 Work up your CV and submit it to me
I have a background in marketing and business development in the LPG and natural gas
markets in Turkey. How would this previous professional experience help me in my job search through Career Central
for a consulting position? Would this provide a competitive advantage in applying to boutique
strategy consulting firms that are focused on the energy sector?
 Talk to people – alumni, 2nd years, with
If you want to apply to a particular consulting sector (I have a medical background and I'm
interested in healthcare consultancy), what is the best strategy (ie a top-tier generalist firm
your background
with a healthcare division or a boutique firm specialising only in healthcare)?
I believe that my time in the military has provided me with experiences that highlight my
 Arrange a 1:1 or come to a drop-in to
leadership, problem solving skills, and team work mentality, but how would I go about discuss
conveying these to consulting firms that might look at me as an atypical candidate?
I have a military background but I do not want to consult in the defence industry, and would
prefer to start off as a generalist. Despite this, should I focus on industries of interest (such as
What matters is not what you have done
energy, construction or healthcare) in order to be more marketable? but what you can do. However, what you
Do Consulting firms give any advantage to candidates from any specific background pre-MBA? have done is a very good indicator of what
Do they look at candidates who are willing to work on a specific sector based on prior you can do!
experience and expertise or do they prefer hiring as generalist consultants only?
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41. A few words on experience
Irrelevant Balance Sought Relevant Valued
Non-Consulting
Generalist roles, Generalist roles, Specialist roles, Specialist roles,
Experience generalist firms generalist firms generalist firms generalist firms
Specialist firms Specialist firms
Consulting Entry level roles
Experience Good Entry level roles
Higher level roles
quantitative/ Areas of
(especially
problem solving weakness/
around sales
experience question marks in
ability outside
Good performer some areas
‘top tier’)
across other Very small firms
dimensions
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42. How does hiring work globally?
Questions Answers
Can you also discuss the In general:
possible locations? I am
especially interested in Firms want you to have a connection to the country you apply to.
hiring patterns with McKinsey has even quantified this – if you were educated there, you
respect to Singapore, must also have worked there for 12 months; if not, then 24 months is
Hong Kong and Mumbai the minimum
However, each firm is different
Is it comparably difficult to Language requirement also apply to most offices
find a job in London vs.
the other locations? Where firms cover a wide geography from one office, this applies to
the region rather than the country (and multiple languages become
more important in hiring decisions)
Can I get an offer in one India can be hard as LBS graduates have higher expectations of salary
country, then negotiate than the local market
to start in another?
NO!
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43. 50-60% of the jobs are in London, with a
good spread around the world
MBA2010
MBA2011
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44. Tell us more about the fit interview…
Questions Answers
How much importance is given on the weaknesses/ Not today!
strengths in the fit interview? What should the
weaknesses show about myself? Should they be Will be covered in
relevant or irrelevant to consulting? Essential Consulting Skills
Workshop II on 12
Where can we get information about the specifics of November
what a firm does for the purposes of knowing what to
say in an interview and also for general knowledge
purposes?
I believe that my time in the military has provided me
with experiences that highlight my leadership, problem
solving skills, and team work mentality, but how I would
go about conveying these to consulting firms that might
look at me as an atypical candidate?
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45. Today’s agenda
Introductions
What is management consulting?
Who are the consultants?
How do I get hired?
Recap & next steps
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46. Recap – ‘What?’
Management consulting is a broad field, concerned with solving clients’
business problems at all levels
Value, rigour, speed and independence are key
Consultants work in teams, and apply a rigorous problem solving process
Consulting has many attractions, but will not suit everyone
Only you can tell if it’s for you – take today as a starting point and
research the sector, and firms…
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47. Recap – ‘Who?’
I hope this has given you some ways to think about which
firms to apply to
Don’t apply only to McKinsey, BCG and Bain
If you do apply to the top tier firms, have a backup strategy
Choose firms based on what drives you, your strengths, and
research on the firms concerned
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48. Recap – ‘How?’
It’s very clear what most of the recruiters are looking for:
 Problem solving ‘smarts’
 Personal impact ‘interpersonal skills’
 Leadership (potential…) Maximise your chances
 Drive
Pick firms that resonate with
Ask yourself you, your skills and experiences
 Do you really stand out on these dimensions?
 Does you CV/cover letter really reflect that? Pick offices that resonate too
Recruiters have a multi-stage process that focuses on you Don’t just apply to the ‘top tier’ –
underlying competencies, especially problem solving, what are your Plan B and Plan
primarily using tests and case interviews C?
 It’s a big time- and emotion-sink
 It’s highly selective, <10% of applicants succeed
with each top tier firm
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49. Next steps
Join the Consulting Club Hone your personal brand, cover letter and
 & attend their events fit interview approach:
 Kick-off Monday 13 September, 7pm  Essential Consulting Career Skills
Workshop II – 12 November
Get your CV sorted  Peer Leadership programme
 Career Services L&D team
Complete the self-assessment guide
January recruiting for MBA internships
Embark on preparing for case interviews: (happens quicker than you think!)
 Essential Consulting Career Skills
Workshop I – 1 October …Summer internship, Autumn recruiting…
 Crack-a-case programme
MBAs submit your CV to me for feedback (1st And if you want…
week October, via Career Central)
 Follow my blog www.problemssolved.org
 Twitter @jpstrategy
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Or text 079 6690 7426

50. Thank you!
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