2. Contents
What do I need to know about consulting careers at LBS?
What is Who are the How do I get hired
consulting? consultants? into consulting
from LBS?
…and is it for me? …and which would …and how does
suit me best? Career Services
help?
2
3. What is a management consultant?
Any professional who provides
advice and assistance to others,
‘Consultant’ usually for financial reward. This
covers many roles operating in
almost any industry
‘Management Identifies, diagnoses and solves
Consultant’ business problems and issues
3
4. That’s very general - what distinguishes what
management consultants do?
Management consultants:
Logic
Identify, diagnose and resolve business issues
Provide resources
• People
• Access to data and expertise Provide an
objective view of
• Impartiality
the way forward
Operate at many levels and/or help the
Work with others client to achieve
• Clients something they
• Case teams can’t do alone
Work on projects (‘cases’ or ‘engagements’),
lasting from a few weeks to several years Speed
4
5. How do they do that then? – Workplan, analyse,
communicate!
Strategic Problem Solving Process
Problem Framing Problem Structure Issue Prioritisation
Business • Impact and Hypotheses • Speed
Problem • Key elements
• Insight • 80:20
• Early hypotheses
Work Planning
• Efficiency
• Leverage
Output Synthesis and Analysis
Next Communication Recommendations • So what - insight
iteration? • Buy-in • Solutions • Justification – how
New • Implementability • Actions do you get the
priorities? data to prove it?
5
6. Sorry, what do they actually do?
The case team leader (typically 2-3 The team (consultants & clients) will work together
years post MBA) will: to solve the problem:
• Ensure the problem is correctly • Work through the issues in a logical way
defined and scoped
• Discuss approaches and solutions as a
• Understand what the client team
needs to achieve
• Conduct desk research, interview and
• Sound out approaches and observe clients, ask awkward questions,
potential solutions (hypothesis collect and analyse data, consult experts
based)
• Substantiate conclusions with data, data,
data
• Obtain buy-in from team members and
client’s senior management
6
7. 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
7
8. 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
8
9. 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 new 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
9
10. Contents
What do I need to know about consulting careers at LBS?
What is Who are the How do I get hired
consulting? consultants? into consulting
from LBS?
…and is it for me? …and which would …and how does
suit me best? Career Services
help?
10
11. The appeal of consulting is different for different
people – here’s a starter list…
A fantastic opportunity to accelerate or Opportunities to travel
transform your career
Variety: of problems to be solved; of industries/
Extremely selective hiring – it’s like winning a organisations
prize
Intellectual challenges
Immense capability of your colleagues – smart,
charming, driven people Interpersonal challenges
Great employers – training, benefits, offices, Influence (power?)
personal development Ability to create completely new intellectual
Remuneration’s good – particularly if you stick capital
around a few years
Value creation
• Base UK salaries for MBAs £70-90k Opportunities to develop, coach and train
range for MBAs (+ sign-on)
others (clients, juniors)
Professional service – serving clients
Looks good on your CV
11
12. …but it’s not going to suit everyone
(1 of 2)
You may not be good enough?
• Hiring is very selective
• Fewer than 10% of applicants from LBS get into the top firms
• You have to be highly driven and work hard
• 60+ hour weeks remain normal, and 80+ hour weeks are not unknown
• Travel commitments can be onerous
• Consultants need to work with their clients. This may mean extensive
periods of travelling, living away from home 4 days a week
• Things change
• Constantly. Project allocations, travel arrangements, meeting times, holiday
plans, development targets…
12
13. …but it’s not going to suit everyone
(2 of 2)
You’re not the smartest fish in the pond any more
• Your colleagues are bright and enthusiastic – many did better at school than
you
• Your bosses really do know what they are talking about now, and sometimes
you’re the one who doesn’t
• ‘Up or out’
• Your performance will be constantly evaluated
• Every six months or so, you will be appraised by a career development
committee
• You may be promoted at any of these appraisals
• If not promoted at regular intervals (usually around 2 years) you will be
asked to leave
• Annual turnover at these firms is often around 25%
13
14. How does a consulting career work?
6-9 years
4-5 years
2 years
post MBA Partner1,3
Typical MBA Manager1 • Partner/
entry level • Associate Director2
Case Team
Principal2 • Vice
Leader1
• Principal3,4 President4
Consultant1,3 • Engagement
• Associate2,4 Manager2
• Project
Associate Leader3
Consultant1 • Senior
• Business Associate4
Analyst2
• Associate3
• Consultant4
1 Bain, 2 McKinsey, 3 BCG, 4 Booz
Note: Timings very approximate 14
15. Market is looking pretty good, and doing an MBA
at LBS positions you well!
MBA consulting hiring from LBS in recent years
(index: MBA2011 = 100) 100
?
61 59
54 54 54 57
45 47
39 40
30
MBA 2006 MBA 2007 MBA 2008 MBA 2009 MBA 2010 MBA 2011 MBA 2012
Summer internships Permament hires
Source: LBS MBA employment reports 15
Index = # students in class x employment rate x % going to consulting
16. Fewer MiFFTs get hired, especially into strategy
consulting
MiFFT consulting hiring from LBS in recent years
(index: MBA2011 = 100)
11 11 6 7 10 6
5 4
MiFFT 2007 MiFFT 2008 MiFFT 2009 MiFFT 2010 MiFFT 2011
All consulting Strategy consulting
Source: LBS MiFFT employment reports 16
Index = # students in class x employment rate x % going to consulting
17. Contents
What do I need to know about consulting careers at LBS?
What is Who are the How do I get hired
consulting? consultants? into consulting
from LBS?
…and is it for me? …and which would …and how does
suit me best? Career Services
help?
17
18. The consulting industry is big, and hard to
navigate and research
$200+ bn worldwide
BLT (consulting specialist executive search firm) list 370 firms in the UK
alone
And this list misses some firms that I know and that hired this year
A handful of brand names dominate most people’s thoughts on the
industry, and your aspirations I’m sure…
18
19. There are many different ways to segment the
industry
Whether you’re a novice, onlooker, participant or player…
• Which firm do you know best?
• Which segment or category of consulting do you think they fall into?
19
20. The most useful way to segment firms is by fees
and size
High Strategy Boutiques Global Elite
(‘Top Tier’)
BCG
Mars & Co McKinsey
Bain
Booz
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)
Illustrative only 20
Source: ADD Resources
21. All these segments are interested in recruiting
from London Business School
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
Global, Full Service Part of much larger firms, leverage accounting, Accenture, Deloitte, IBM, PA Consulting
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 Associates, Wolff Olins
HR: Watson Wyatt, Hay, Towers Perrin
‘Small’ Boutiques Very many firms, some quite small e.g., Greenwich Associates, Mars & Co,
Often do the same work as consultants e.g., Diageo, Reuters, Shell, Deutsche Post,
Internal Consultants Vodafone, Oracle
Many different titles
21
22. Who do you want to work for?
(1 of 2)
Consultants: pre MBA vs. Aspirations
401 100%
56% Non-consultants
324
Consultants
44%
77
Pre-MBA Aspirations
Note: data for MBA 2011 class only 22
23. Who do you want to work for?
(2 of 2)
Which consulting firms – your preferred recruiters
48 45
39
12
5 4 4 4 3
McKinsey BCG Bain AT Kearney IBM Monitor Accenture Parthenon LEK
Note: data for MBA2010 class
23
24. The old term ‘strategy consultants’ doesn’t
describe what ‘Top Tier’ firms do
Corporate strategy But many other firms do this kind of work too
Corporate development • Boutiques
Business unit strategy • Sector specialists
Functional strategy eg • Functional specialists
• Marketing • Global ‘full service’
• Product innovation/R&D
• Maintenance
Process/operational improvement
Organisation design
Post merger integration
Private equity
• Pitches
• Due diligence
• Portfolio improvement
24
25. The ‘Top Tier’ firms have similar business models
and products
Why They Look The Same
Similar people Data driven analytical approach
Recruit highly selectively from top Slide driven communication
‘Top Tier’ Firms business schools
Moved from short term projects to
McKinsey Partnerships long term relationships, many
BCG years ago now
Rigid up or out, rapid progression
Bain to partner for a few Work on all aspects of
+/- Booz management
Blue chip clients
+/- AT Kearney § Whatever matters most to the
§ Eg FTSE 100 Chief executive and board
§ Leaders in their field Equally comfortable in
implementation as ‘strategy’
Issue/hypothesis based
workplanning
25
26. Observed cultural differences between McKinsey,
BCG and Bain
Influence
Generalist, Private
equity focus
More specialised, McKinsey Bain Value
including
specialist hiring
BCG
Generalist
Ideas
26
27. You need to do your own research
How would you characterise these firms?
What about all the other firms that recruit here?
Don’t you think you’d better have a point of view by the time you apply to
any of them?
27
28. Contents
What do I need to know about consulting careers at LBS?
What is Who are the How do I get hired
consulting? consultants? into consulting
from LBS?
…and is it for me? …and which would …and how does
suit me best? Career Services
help?
28
29. You can’t all get jobs in the ‘top tier’
Illustrative Top Tier Recruiter 2008-9
1st Round 2nd Round
Applications Hires
Interviews Interviews
350 92 (26%) 33 (9%) 10 (3%)
160
190
52 17 4
40 16 6
Blue = Spring (‘summer internship’) recruiting Red = Autumn (‘full time’) recruiting 29
30. Comparing types of consulting employer
By size… Small Firms Medium Firms (incl. Large Firms (‘Full
Bigger fish in a smaller ‘Top Tier’) Service’)
pool More focused on Systematic training
Talent more visible consulting than ‘Full Many offices
Service’
Greater breadth of work? Recruiting not as
Many famous brand competitive
Recruitment less names
competitive More specialised entry
Career building step points
Prestige Scope for career change
By price ‘Specialists’ and ‘Full Service’ Firms Generalist ‘Strategy’ Firms
point…
Lower prices mean they’re selling Higher price points demand innovation
experience Greater focus on bespoke approaches
More ‘formulaic’ approaches
30
31. What matters to you?
Consultants Aspiring Consultants
Quality of work and clients
Environment/culture
Clear, predictable career track
Personal development
Quality of workmates
Financial reward
Brand name, security
Partner prospects
Turning experience into consulting
Intellectual challenge
31
Source: ADD Resources
32. What matters to you?
‘Top Tier’ Boutiques ‘Full Service’
Quality of colleagues
Brand name impact
Earnings progression
International work
Type/level of work
Speed of promotion
Work/life balance
Job security
Ease of getting hired
32
Source: ADD Resources
33. Promotion track may also differ between firms
Faster in Boutiques 6-9 years Slower in ‘Full Service’
Partner1,3
Manager1 • Partner/
• Associate Director2
Case Team
Principal2 • Vice
Leader1
• Principal3,4 President4
Consultant1,3 • Engagement
• Associate2,4 Manager2
• Project
Associate Leader3
Consultant1 • Senior
• Business Associate4
Analyst2
• Associate3
• Consultant4
1 Bain, 2 McKinsey, 3 BCG, 4 Booz
Note: Timings very approximate 33
34. How is your experience seen by recruiters?
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 Higher level
Entry level roles
quantitative/ roles
Areas of
problem solving (especially
weakness/
experience around sales
question marks
Good performer ability outside
in some areas
across other ‘top tier’)
dimensions
34
35. Contents
What do I need to know about consulting careers at LBS?
What is Who are the How do I get hired
consulting? consultants? into consulting
from LBS?
…and is it for me? …and which would …and how does
suit me best? Career Services
help?
35
36. ‘How to get a consulting job’ on a single slide? –
Easy!
Richard Branson
Smart Mark Zuckerburg
Stephen Hawking
Tony Blair Barack Obama
Charming Ashton Kutcher
Bill Clinton (in his day!)
Michael Phelps Aung San Suu Kyi
Driven Mo Farrah Eddie Izzard
Bill Gates LeBron James
If you had this magical mix, I guarantee you wouldn’t need me to
review your CV or to practise a single case… 36
37. 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
38. Typical hiring criteria are three ‘meets
requirements’ and a spike
Candidate Evaluation
Truly Distinctive
Meets
Requirements
Unacceptable
Problem Personal Drive/
Leadership
Solving Impact Aspiration
38
39. The recruiting process assesses ability,
motivation and fit
Can you § Do you have the appropriate skills and
do the job? experience?
Do you want the § Are you really motivated to do the job?
job? § Are you driven to excel in the job?
§ Will you fit in to our teams?
Will you fit into
§ Will our clients think you’re ‘one of us’?
our company?
§ Will we enjoy working with you?
39
39
40. After application screening, the interview process
usually involves 2 or 3 rounds
Interview Round Interview Round Additional Tests
1*: 2: (sometimes):
‘Fit’ interview ‘Fit’ interview
Case Study Case Study Role play JOB
interviews (2) interviews (2 or 3) OFFER!
Group exercise
Fit and Case may be Usually with partners ‘Business acumen’
combined ‘Weak spots’ tested test
Ding! Ding! Ding!
* McKinsey has the IPS test before the first round
41. Spring recruiting on a page (MBA2013)
Offers
68+
2nd round individuals
interviews
89 individuals
159
92
1st round
interviews
173 individuals
424 “This year is shaping up to be a
record year for us at LBS”
– top tier recruiter
41
Note: Numbers subject to change – final numbers will be published in our annual MBA Employment Report
42. Who came to Campus to see the first year MBAs
last year?
McKinsey OC&C (return after a few
BCG years’ break)
Bain ZS Associates
Booz Roland Berger
AT Kearney Monitor
Accenture (ADP only) Delta Partners
Parthenon Solon
KPMG (new – MBA-specific
programme) Note LEK not here last year
‘because of the Olympics’
42
43. The slides that follow…
Are based on data from MBA2013 for summer internship recruiting this
year
These data are not final nor complete
We measured three things across the group
• CV score – how strong the candidates’ experiences and
achievements are (NOT how well written were their CVs)
• CAC score – how well they performed in quality controlled mock
case interviews
• GMAT – how well they did in their GMAT exams
43
44. More interviews for high CV and CAC scores
44
Note: 424 1st round interviews
45. More interview success for high CV score, CAC
score and GMAT
45
Note: 159 2nd round interviews
46. More offers for high CV score, CAC score and
GMAT
46
Note: 92 offers so far shared among 68 students – more expected
47. Firms do not appear to use GMAT as a pre-
selection tool
47
Note: Data reflects extent to which firm round 1 GMAT differs from class average
48. CV score, on the other hand, is quite a good
indication of shortlisting behaviour (strongest in
the most selective firms)
48
Note: Data reflects extent to which firm round 1 CV score differs from class average
49. As expected, CV score may be an even better
differentiator of interview performance
49
Note: Data reflects extent to which firm round 2 CV score differs from class average
50. CAC score’ effectiveness confirmed, but not for
final round
50
Note: Data reflects extent to which firm CAC score differs from class average
52. Summer Consulting Team – last year’s
programme
6-8 MBA students work as a self-managed
consulting business over the summer and beyond
Presentation 20 Feb 40 students
Last year – 11 projects for 8 clients totalling ~£180k
Deadline Wednesday 22 ~30+ applicants? revenue
CS gets 15% (7/5% to a scholarship and 7.5%
Shortlisting Thursday 23 16 candidates towards our budget
Target 50% conversion to strategy consulting post
Inform candidates Friday 24 MBA
Interviews Friday 2 March 6-8 offers Consulting team runs selection and provides
training, mentoring, ongoing support
Team starts with offsite 11-12 June
52
53. The one month emergency action plan – for
emergencies only!
Week 1 Week 2 Week 3 Week 4
• Email to find people • Read or practice 2 cases • Practice at least 1 case • Continue reading
interested in practicing per day. Practice at a day with friends. If you business articles,
case interviews with you least 3 market size run out of cases, have a practicing behavioral
estimation questions friend make up one questions, and doing
• Practice answering fit during the week based on recent mock case interviews
questions. Focus on business news stories with friends
concrete examples • Every day, read 2 FT
illustrating your articles. For each, • Continue reading • Meet with someone from
achievements, role on identify the main business articles and industry. Ask about the
teams, leadership and business issue, and practicing behavioral company, their
analytical abilities spend 15m developing questions experience, and if they
an issue tree for the can give you a case/
• Reach out to 1or 2 case as if for interview. provide feedback on
people in industry and Discuss with your case your resume. It’s vitally
network. Get at least 1 buddy, and see what important to have
lunch scheduled for other areas they would someone review your
weeks 3/4, after you’ve have considered. resume before things get
practiced cases. Don’t You’re striving to learn to too serious. It's also
only ask them to look at structure things in a useful to get a
your resume; they can MECE way professional opinion on
also give you a practice your current case-
case with instant • Practice 1different fit cracking ability
feedback question per day, in front
of a mirror or with a
53
friend
Source: College2consulting.com
54. Contents
What do I need to know about consulting careers at LBS?
What is Who are the How do I get hired
consulting? consultants? into consulting
from LBS?
…and is it for me? …and which would …and how does
suit me best? Career Services
help?
54
55. How can we help?
Career Services Public domain
CVs: Lots of resources
• Consulting firms are very good at reading
CVs
All the main firms’ websites
• Get yours into the MBA format
• Focus on achievements, consulting skills
• MBA CV process kicks off 10 September Booz even has an iPhone app
• http://itunes.apple.com/app/business-case-
interview-prep/id466833493?mt=8
Cases:
• LBS casebook (new edition ~ 5 October)
• Online case prep tool Commercial providers
• Consulting Club CaC • We can’t recommend
• MBAs have access to Super Saturdays and • Follow me and others I follow on Twitter
workshops • Google
• Ask around
Fit:
• Mock interviews
• Book with coaches
• Ask them to be rigorous, demanding, drill
deep on specific examples
• MBAs – Mastering Interviews workshop
55
56. First year MBA consulting careers skills
programme
Intro to
Mastering
consulting and Great
Creative problem solving consulting
strategy consulting CVs
interviews
careers
~3 Sept ~10-14 Sept ~5 Oct ~22 Oct ~16 Nov
…for the undecided Presentations by ½ day intro Further problem ½ day workshop*
stream solving tools
…for the committed ~8 Oct ~17 Nov
~1-12 Oct ~5 Nov
18 Oct Tools & techniques Mock interviews
Detailed reviews Creativity tools & (externals and PLP)
Other career options ~13 Oct, 24 Nov
techniques
in strategy ~15-26 Oct
Crack a Case Super
~6 Nov on
11 Feb 2013 Recalls Saturdays
Workshops
Alternative pathways
to consulting
30 Apr
Make the most of Summer
On Campus
your internship Consulting
Recruiting
Team 2013
~12 Jan 2013 ~7 Jan 2013 ~18 Feb
* Incorporating Winning consulting cover letters and Crack a Case Super Commences… Launch
56
Personal brand Saturday
57. First year MiFFT consulting careers skills
programme
Intro to
Mastering
consulting and Great
Creative problem solving consulting
strategy consulting CVs
interviews
careers
~3 Sept MiFFT programme Ongoing: ~22 Oct MiFFT mock
CV process is interview
…for the undecided LBS Casebook Further problem
already underway programme is run
solving tools
…for the committed • New version separately
expected ~5 ~5 Nov
18 Oct
October
Creativity tools &
Other career options
Online case prep techniques
in strategy
tool
11 Feb 2013
Consulting Club
Alternative pathways Crack a Case
to consulting programme
30 Apr ~8 Oct
Make the most of Tools & techniques On Campus On Campus
your internship Recruiting - Recruiting -
permanent internships
24 Sept 2012 7 Jan 2013
Commences… Commences…
57
58. MiFFTs – apply now or in January?
Autumn pros Spring pros
No precedent for MiFFT consulting More time to prepare
internships
Best chance of securing an internship
Other applications need to be made in
autumn – would be silly to delay those to
find out what will happen in spring
Best to find out about likely outcomes
sooner rather than later
Less likely to be compared to MBAs with
extensive preparation
Firms most likely to hire MiFFTs tend not to
have structured internship programmes
anyway
This is not advice. There is no substitute for drawing up your own well-
researched list of pros and cons and reaching your own conclusion
58
59. Recap – what is consulting and is it for you?
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…
59
60. Recap – who are the consultants and which
would suit you best?
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
60
61. Geography is the
Recap – how to get hired most important
factor – think
carefully about
where you apply
It’s very clear what most of the recruiters are looking
for:
• Problem solving ‘smarts’
• Personal impact ‘interpersonal skills’
Maximise your chances
• Leadership (potential…)
• Drive
Pick firms that resonate with you,
your skills and experiences
Ask yourself
• Do you really stand out on these
dimensions? Pick offices that resonate too
• Does you CV/cover letter really reflect that?
Don’t just apply to the ‘top tier’ –
Recruiters have a multi-stage process that focuses what are your Plan B and Plan C?
on you underlying competencies, especially problem
solving, primarily using tests and case interviews
• It’s a big time- and emotion-sink
• It’s highly selective, <10% of applicants
succeed with each top tier firm
