Anyone else think consulting prestige is proportional to how bullshit the role is?
If you're doing tech consulting you're probably adding real value for the client. Your team are actual subject matter experts and helping them achieve something that they would probably fuck up on their own. Operations consulting is somewhat similar - you're helping to solve a real, tangible problem. But when you get to the prestige jobs in strategy consulting at MBB, you're basically vomiting buzzwords onto a slide and distracting people with the latest business jargon. Basically, the more tangible the value-add, the less prestigious the job is in consulting.
Contrast with Investment Banking where the role from LMM firms up through upper bulges / EBs is similar, but client quality and dealflow goes up.
Charlie Munger
“I have never seen a management consultant’s report in my long life that didn’t end with the following paragraph: 'What this situation really needs is more management consulting.' Never once. I always turn to the last page. Of course Berkshire doesn’t hire them, so I only do this on sort of a voyeuristic basis."
Honestly, half the time the board hires McKinsey/BCG to cover their own asses (from my experience). They already know the answers, but want to divert blame/credibility.
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