How to learn about consulting projects?

I am very interested in a career in consulting and am trying to learn more about consulting projects. I would like to learn about what type of projects there are, what the role of a consultant is in those projects and what the actual day-to-day work involves for a junior consultant. I would be very thankful for any information or sources relating to the questions above.

 
Most Helpful

I'll give some answers below, but there is a load of available info already on this forum about exactly that. I would therefore recommend searching the forum for old posts (as well as YT and other consulting-specific websites, like Management Consulted, etc.)

Consulting project types

  • Short answer is that this is as varied as there are business needs:
    • Have a high level strategic problem you can't figure out or need additional support on? Your MBBs / T2 will be your typical port of call (for larger firms)
    • Got a more tactical need that requires expertise but does not require rethinking the strategy of your business? B4 will usually dominate that space
    • Need help & support on IT specific services? Your Cognizant and Accenture are who you'd normally call on (among many others)
    • Have niche specific needs (e.g., wtih procurement, digital advertising, marketing services, etc.)? That is more the domain of boutique firms
    • You're after a more rigourous market modelling for your internal budget processes or need support in quantifying economic value in a litigation or the economic impact of a specific factor / business / plant? Then you want an economic consulting firm
    • The list goes on and on and on and on ... and on ... And also a caveat that many firms do multiple things (for example it's not exactly fair to say that B4 / ACN don't do strategy work, because they do)
  • Happy to dive more specifically on Strat consulting, cause that's what Im familiar with, but objectively consulting is so much larger than just strategy

Consultant role

  • Consultants are advisors, so our job is to give an opinion (to be a bit simplistic)
  • The advice is based on several years of experience from the firm in question / partners [=owners of the consulting firm] in charge (normally)
  • Clients hire consulting firms to essentially outsource certain capabilities / access specific knowledge for a variety of reasons:
    • perhaps client organisation does not have the resources to dedicate to this effort in the time required full time (since the people there already have jobs / responsibilities)
    • perhaps client lacks specific experience (e.g., have never expanded internationally or are looking to expand into a new market segment they are not familiar with)
    • sometimes they want to appear to be doing something to the peope they report to, so they hire consultants (unfortunately does happen sometimes)
    • sometimes they want to have someone to point the finger to in case it doesn't work out (also unfortunate when that's the case)
  • Again this varies a lot by types of consulting. For instance, the bottom two are much less common with Economic Consulting or IT Consulting, as these are usually specific point-solutions that are offered in response to a tactical business need

Day-do-day

  • Can give my latest routine (currently working on a pure strategy piece for a financial service client)
    • 7:30am: wake up, have coffee, shower, check emails, etc. for about an hour (I like to take my time in the morning, hate rushing)
    • 8:30-9am: commute time
    • 9-9:30am: check on work emails, think about goals for the day/week and try to think of what to prioritise on that day
    • 9:30am: morning meeting with my team/supervisor to discuss on prios for the day
    • 10am-12:30pm: working time, where I can be doing anything from analysing data, to researching market reports / competitors financials / drafting interview guides / running an expert interview / working on blanking a slide (meaning drafting the output I'm working towards); there can also be client updates during these times + internal content session +  discussions with internal experts / partners with specific insights we need
    • 12:30-1pm: lunch time
    • 1-5pm: more working time, where I continue on the above + make sure to align with my direct supervisors that we're on the same page (sometimes things change after a few hours: some data is missing, there's a roadblock somewhere, a very good expert said something surprising that needs to be validated/checked)
    • 5pm: afternoon meeting to recap progress on the day + align on what's left to close before end of day
    • 5:30-7pm: working time again!
    • 7-7:30pm: dinner with team / friends who are also in the office, to catch up, relax a bit
    • 7:30-10pm: finalising any bit of work that needs to be closed on the day + checking what's going to be needed the next day + checking progress vs. week's goal / overall project goal. Then I draft an EOD email / message for my supervisor recapping the above and head home
  • That varies a little, here and there, for instance right now Im revising the GMAT, so I wake up 30mins earlier and put in some practice before heading to work, also on early nights / Fridays this basically follows the same plan until 6-7pm
  • If you're travelling, then you gotta add that into the mix and you try to squeeze in working time on the plane / train or at the airport
 

Thanks for the detailed response!

It would be great to understand how the day-to-day work differs between different types of projects. For example, how would the day-to-day work differ between projects on commercial due diligence, cost cutting and geographical expansion? 

 

A DD is basically the same, except that I might have more content sessions / check-ups with our leadership team throughout the project and will have a lot more of those expert calls during the first week or two.

That's because we need to stay very clearly aligned at every step of the project (re the content sessions) and have a lot to learn about a niche industry in a short amount of time (re expert calls).

Also, DDs typically don't involve travel, unless you're colocating with your team when you're spread over multiple offices (not super common but can happen). Hours are typically a little long, but they are a lot more predictable. In a regular strategy case (whether pure strat, market entry, cost cutting, or other) you may have lower-intensity weeks (40-45h) or higher-intensity weeks (60-70h) depending on the situation (e.g., preparing for a big Steering Committee or a down week when the client is on holiday).

I would expect only minimal differences among non-DD strategy cases. For example some may involve you dealing with sensitive client data, in which case you might need to be on-site at their office 4 days a week every week.

 

Hi, thanks for your thorough response. As someone interested in the work pre-university, what sort of case studies, or internship material can I find online to help me learn about what you might look for in an interview process (in terms of technicals etc. - I know IB has like "Walk me through a DCF esque questions" - what is the equivalent of this in CO?).

 

If you want to learn how to case, it's not very complex, but it will take some time to be good at it (just like learning to do a DCF or LBO really well).

Here is a link where you can find casebooks: link.

If you want to learn to case, I have some advice I wrote here about casing and about prepping for case interviews (here is another link, but less detailed, but below there is great advice from Parmesan).

 

Shameless plug but current MBB consultant here - if you're interested, check out this video I made about what you can expect from a DD-type project in consulting: 

 

Extremely helpful video that gives a lot of very practical insights. What do you think are the biggest benefits of working in PE group vs. the general practice of BCG

 

I should first note that you don't need to stay in the PE practice - in fact, many people do a few months within PIPE (the BCG version of PEG or PEPI) and leave if they decide its not for them. If you stay in the generalist pool, you can still do diligences along with a wide variety of other projects. I would say its probably a good idea to do DDs within PIPE if you can though, because the people there are experienced and there's less of a chance of ending up with an in-experienced team.

DDs themselves are pretty intense but definitely one of the more interesting and engaging case types in my experience. You are diving extremely deep into a single company and market, often putting together very interesting pieces of analysis for investors using both traditional and alternative data sources. If you're interested in moving to the buyside eventually, its 100% worth doing a few.

 

Quia et dolores tempore nemo neque. Et porro cumque voluptatem dicta ipsum dignissimos ut dolores. Voluptatem voluptas in beatae sit. Nemo molestias unde veritatis voluptatum est. Veritatis ullam est fuga aut. Voluptatem odit quasi voluptatem commodi laborum minus officia.

Voluptatum quae sed aut esse et excepturi quaerat. Earum qui est in voluptatem aut. Nisi eveniet odio rerum debitis aut.

Deserunt quo sit aut esse rerum voluptatem occaecati vel. Quam omnis consequatur qui. Tempore rerum iusto quos minima dolore iure. Qui corporis et sit. Voluptas quae et sed eligendi. Dolorum voluptatem exercitationem sequi quis veritatis animi. Officiis inventore quia consectetur sint quia.

Iure voluptatem enim quia. Sint et nulla modi maiores omnis corrupti sit.

Career Advancement Opportunities

April 2024 Consulting

  • Bain & Company 99.4%
  • McKinsey and Co 98.9%
  • Boston Consulting Group (BCG) 98.3%
  • Oliver Wyman 97.7%
  • LEK Consulting 97.2%

Overall Employee Satisfaction

April 2024 Consulting

  • Bain & Company 99.4%
  • Cornerstone Research 98.9%
  • Boston Consulting Group (BCG) 98.3%
  • McKinsey and Co 97.7%
  • Oliver Wyman 97.2%

Professional Growth Opportunities

April 2024 Consulting

  • Bain & Company 99.4%
  • McKinsey and Co 98.9%
  • Boston Consulting Group (BCG) 98.3%
  • Oliver Wyman 97.7%
  • LEK Consulting 97.2%

Total Avg Compensation

April 2024 Consulting

  • Partner (4) $368
  • Principal (25) $277
  • Director/MD (55) $270
  • Vice President (47) $246
  • Engagement Manager (100) $226
  • Manager (152) $170
  • 2nd Year Associate (158) $140
  • Senior Consultant (331) $130
  • 3rd+ Year Associate (108) $130
  • Consultant (587) $119
  • 1st Year Associate (538) $119
  • NA (15) $119
  • 3rd+ Year Analyst (146) $115
  • Engineer (6) $114
  • 2nd Year Analyst (344) $103
  • Associate Consultant (166) $98
  • 1st Year Analyst (1048) $87
  • Intern/Summer Associate (188) $84
  • Intern/Summer Analyst (552) $67
notes
16 IB Interviews Notes

“... there’s no excuse to not take advantage of the resources out there available to you. Best value for your $ are the...”

Leaderboard

1
redever's picture
redever
99.2
2
Secyh62's picture
Secyh62
99.0
3
Betsy Massar's picture
Betsy Massar
99.0
4
BankonBanking's picture
BankonBanking
99.0
5
kanon's picture
kanon
98.9
6
CompBanker's picture
CompBanker
98.9
7
dosk17's picture
dosk17
98.9
8
GameTheory's picture
GameTheory
98.9
9
Jamoldo's picture
Jamoldo
98.8
10
bolo up's picture
bolo up
98.8
success
From 10 rejections to 1 dream investment banking internship

“... I believe it was the single biggest reason why I ended up with an offer...”