McK guys higher confidence vs. other firms?
Is anyone still at MBB and can explain this to me -- worked with a variety of consultants during and post their time in consulting.
What I realized with a lot of firms (e.g., BB to some extent, T2) that they are often rather bottom-up, i.e., somewhere deep in the details but little presence and confidence in meetings/calls.
What I see with really a lot (not all but a lot) McK people, that they eradicate this overarching sense of top-down/confidence. I don't even mean this in a good way -- sometimes it is, yes, but it can also be not. They tend to command people/clients around really fast, take lead/ownership, present everything with utmost confidence (even when the analysis is shaky) and always also insanely good at corporate politics / mgmt. (i.e., covering their asses by involving the right people at the right time, then always in written format to shift blame when something does not land). In terms of culture, v transactional, cut people off all the time, etc.
They also never care about details but think always think in output and top down C-level messages.
Is this really culturally engrained? Its so funny observing the differences time and time again.
Based on the most insightful WSO discussions, McKinsey consultants are often recognized for their top-down, confident approach, which seems to be culturally ingrained. This stems from McKinsey's emphasis on structured problem-solving, clear communication, and delivering C-level insights. The firm trains its consultants to simplify complex problems into actionable, high-level recommendations, which naturally fosters a sense of authority and presence in meetings.
This confidence can be both a strength and a weakness. On the positive side, it allows McKinsey consultants to take ownership, lead discussions, and instill trust in clients. However, as you've observed, it can sometimes come across as overly transactional or dismissive of details. The focus on "output" and high-level messaging may lead to situations where the underlying analysis isn't as robust as it should be.
Culturally, McKinsey's environment is highly competitive and performance-driven, which likely contributes to the behaviors you described, such as corporate politics and strategic blame-shifting. These traits aren't universal to all McKinsey consultants, but they do reflect patterns that many have noted in the firm's culture.
Sources: Has finance culture become less “bougie”?, How McKinsey made me a better entrepreneur, A McKinsey grads eight tips for success at work, Future of MBB, Choosing between McKinsey, Bain, and BCG?
“Two minutes out of business school, Jamie Dimon decided to become a consultant. The experience left him unimpressed, and he has looked down on it since. "It's substitute management," he told me when I was deep into writing his biography. "A Good Housekeeping seal of approval. It's political, so if you make a decision, you can say, 'It's not my fault, it's their fault.' ... I think consultants can become a disease for corporations." Dimon, who went on to become the chairman and CEO of JPMorgan Chase and was hailed as an Olympian financier for steering the bank above Wall Street's 2008 humbling—only to be somewhat humbled himself four years later when its own trading caused more than $5 billion in losses—made one exception to his consultant rule. Most consulting engagements weren't worth the price paid, he said, but McKinsey—well, it was the real thing.”
Culturally engrained, as in they foster it? No, I don't believe so. They do select for it though. More so than other firms.
I believe it's changing and it's nowhere near as bad as it used to be.
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