UP vs OUT percentages for MBB at each level
I was wondering does anyone know the UP vs OUT percentages for MBB at each level? I am especially interested in how in it works in continental Europe, but it could be that this works the same as in the US and UK etc.
McKinsey:
Business Analyst ------> Associate ----> Engagement Manager ---> Associate Principal ---> partner
BCG:
Associate --> consultant --> project leader---> principal ---> partner
Bain:
AC ---> consultant --> case team leader ---> manager-->partner
What are the percentages to move in McK from BA to Associate, and from associate to EM etc.? Same I'd like to know for BCG, Bain.
Really difficult to quantify. I'm in a Bain NA office. In the few years I've been here, there have only been a small handful of folks who were transitioned out from AC to SAC year or a consultant prior to reaching CTL year. But there's a whole host of folks who decide to leave during CTL year / before promotion to Manager because they don't want the job. I'm sure there's some aspects of knowing that they may not flourish at or reach the next level (probably more at the manager/principal to partner promotion window). It's only more apparent when someone leaves with less than
Agreed. If I had to ballpark it, I'd guess (specific to Bain NA):
20-25% of ACs stay on to Consultant (either going to b-school or straight through). All but a handful of the departures at this level are driven by ACs wanting to do something else as opposed to getting forced out.
60-70% of Consultants stay through CTL year. This is actually not an up-or-out promotion point. Some of the people who leave are definitely doing it because of less-than-stellar messaging, at least to some degree, but few get formally counseled out here
40-50% of CTLs get promoted to Manager. This is the first time where the departures start to be driven more by performance as opposed to wanting to go and do something else.
20-30% of Managers make it through to partner. At this point, the line between not getting promoted for performance vs. wanting to do something else becomes really blurred. Business need also becomes a big factor. If you hop on a bunch of healthcare cases and build up industry expertise and that industry takes off, you can stamp your promotion. If you make your bones as an oil and gas guy, and nothing's selling there, it's a lot tougher.
Great answers; thanks. Anyone with insights in Mck, BCG? Or MBB in continental Europe? (don't know if this differs much from NA)
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