Deloitte S&O Across Geographies
Hi Everyone,
After doing some research I realized that although Deloitte S&O is a strong player in the US/UK its prestige is not as globally seamless as say McKinsey or BCG. I am wondering if someone around here knows about Deloitte S&O's prestige/exit options/MBA ties with major universities in different locations. I just got an offer at a LATAM country to work as an analyst but also the option to interview with Parthenon for second round interviews. I did some digging on LinkedIn to see the profiles of people entering and leaving those firms, so I have an idea, but I am curious as to how other locations are doing.
Where are you looking to exit/ do an MBA? If it's in the US or UK, you have a great chance coming from S&O as they're pretty strong.
For the MBA Im looking at UK, Italy and Australia. I did my undergrad in the US and I would rather study in another country for the international experience even though some of the best MBA's are in the US.
My point is that that getting work experience at Deloitte S&O outside the US does not give you as much leverage internationally as working in Deloitte S&O in the US. Meaning that the exit options or pull with business schools for MBAs wouldn't be comparable depending on where you are located.
Don't know about LATAM, just giving a data point that their rep can be very different. For instance, your view of the UK is pretty off. Deloitte S&O somewhere inbetween Accenture and AT Kearney/LEK.
A similar thing might be going on at Parthenon. You'll have to watch the markets very carefully, perferably by talking with people in the specific markets, but not of the respective firms. It's hard to judge a firm's standing when you don't know the market.
Btw: S&O doesn't exist anymore it seems. See Deloitte service lines thread.
That is interesting new information and conflicting with what I gathered from some other threads here. Thank you for pointing that out.
From what I found about parthenon is that they are a much smaller shop but place a much bigger emphasis on maintaining their standards similar across the globe in a similar way to MBB shops. All the people there come from top MBAs and have years of experience in strategy consulting.
Ill have to disagree with you on S&O not existing anymore. They are there alive and kicking. https://www2.deloitte.com/us/en/pages/operations/solutions/strategy-and…
No problem. There's some strange info on here, pretty strong Deloitte bias anyway. Personally don't know anyone who picked them over ATK/S&/OW or alike. But that's my experience, take it with a grain of salt.
Parthenon is expanding pretty quickly through targeted acquisitions (e.g. OC&C). They are stand-alone from EY, but with their backing. I think EY is playing it smart with them, but might take a while until they're recognized.
See: https://www. ** wallstreetoasis. ** com/forums/ ** deloitte-operating-model-changes for what i meant with S&O not existing. Current offerrees will be placed in one of the new verticals upon starting their jobs as far as I understand.
Sounds good. I believe the S&O bias comes from the contrast of the brand strength in the US relative to other locations. Your take on where Deloitte S&O stands seems to hold true over here as well. They place strongly on national universities/MBA but do not compete for global top 20 MBAs nearly as much as MBB/ATK/S& and definitely not at MBA business schools">M7. Have you had experience with them in the UK?
I like what I see in Parthenon over here. The office seems to be thriving and they have been swinging hard on their specialties. Some people have been breaking into PE after being there and get other nice exit opps.
You brought up yet another interesting point on S&O. This seems recent and hasn't been implemented yet from my understanding. After looking into it looks like they are keeping the S&O brand but are making internal rearrangements. I wonder how this is going to affect the staffing of their business analysts. Right now each S&O branch (M&A, Monitor, Finance, etc) picks from the same pool of S&O analysts. They could change that and assign analysts to each of those branches but that would somewhat defeat the purpose of having a generalist role.
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