The "O" of the Deloitte S&O
About to start as a Operations graduate at Deloitte S&O in the UK. From my past internship and networking, I don't think I'd find Strategy much more (or less) interesting or exciting than Operations, but I am somewhat concerned about exit opportunities. At this point, with strong internships and top grades, I feel I have a lot of doors open (I interviewed for MBB as well but lost motivation as I need Deloitte's work life balance). I am concerned that once I go into Ops, a number of doors would close that are still open (as of now, to unknown opportunities) - and I'm wondering if I could leave much more doors open by going into Strat and not Ops.
I know that S&O is regarded fairly well etc., but I would assume most of that prestige comes from Strategy and not from Operations. Would it be worth trying to transfer to Strat before I start or does it not make that much difference where you are within S&O?
Thanks for any input :)
NB: Please don't worry about the logistics or feasibility of transferring from Ops to Strategy before starting to work, I'd rather this post focused on the issues above.
Ok, in short: How big is the difference in the perceived prestige and/or exit opportunities between Strategy and Operations at Deloitte?
bumppp - more experienced monkeys, what am I doing wrong that I get no responses whatsoever? :(
I'm not sure how it works in the UK but in the US you don't get placed into a "Strategy" or "Ops" practice before you join. There's not exactly a wall between the two...over here strat vs ops work varies on a project-by-project basis depending on what you get staffed on. Did you get staffed into ops specifically already?
Building on the above post, unless you were hired in for a specific role, which is unlikely given that you aren't an experienced hire, you'll have the opportunity to do both. That said if work life balance is the goal then you probably want to try and stay in operations of some sort (finance, service ops, etc.). If you are valuing work life balance then you are probably exiting to an F500, and likely realize that the vast majority of corporate roles are operations roles of some sort (finance, supply chain, analytics, etc.) and Deloitte plays great for that type of work.
For pure strategy corporate work you'll also do fine in terms of exit ops if you get on a few strategy projects. Despite what folks tend to believe MBB's work isn't primarily comprised of strategy. If you are looking to exit to VC/PE/IB I've seen it done but its likely much more rare than what you would find at MBB. Finally, I'm not sure corporate strategy is the holy grail folks make it out to be. I'd much rather successfully run a P&L and have some tangible work to point at (I've been doing corp strategy for a while), but your mileage may vary.
it's he same in the middle east as in UK, you're either ops or strat right from the start, i believe there are better exit ops from ops than strategy, but all depends on what you want to do after Deloitte, just work on not getting staffed on PMO projects imo
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