Monitor-Deloitte vs. DeloitteS&O
M.D just had an info session at my school today, and they all seemed pretty cool. Now, I know that M.D is more prestigious than general S/O and that the pay is higher etc...
But if I start my career in S/O: public sector (which I am passionate about) would that prevent me from ever switching over to corporate strat if I wanted to?
Deloitte Strategy and Operations
Exit opportunities for Deloitte's strategy and operations are generally lower than say MBB. It is possible to make a transfer within Deloitte. However, it will be difficult as most analysts start where they want to end up. Generally speaking switching groups within Deloitte is discouraged. The exit opportunities are similar to other big 4 consulting groups. Exit opportunities can include career consulting, startups, and strategy within Fortune 500 companies. Exiting to fortune 500's seems to be the most common. Notable Deloitte Strategy and Operations include Orin Smith former CEO of Starbucks, Fred Goodwin CEO of Royal Bank of Scotland and Sergio Marchionne, CEO of Fiat Chrysler. You are not likely to end up in private equity or venture capital.
Distinctions between Monitor Group and Deloitte S&O
The Monitor Group still operates as a semi-independent group within Deloitte's Strategy arm. Supposedly, the group gets paid more and is considered more prestigious. The Monitor Group service arm is responsible for the following:
- Corporate & Business Strategy
- Customer & Marketing Strategy
- Digital Strategy
- Innovation
- Business Transformation
The Strategy & Operations group is responsible for
- Operations Transformations
- Finance
- Mergers & Acquisitions
- Social Impact
- Supply Chain and Manufacturing Operations
The Monitor Deloitte group is also listed under their offerings. As you can see the Monitor groups is more of a "pure strategy" group. On the other hand, Deloitte S&O offers a broader selection of services. In terms of exit opportunities, the evidence is purely anecdotal.
from certified consulting user @Hillary2016"
initially a Monitor hire (right before the merger) and only worked on strat projects, so I don't know if that's a normal outcome. He had a handful of PE interviews too but didn't pass any. If I recall correctly, he actually had a final round interview with Google for a strategy role, but I don't think he passed.
The opportunities are there to get MBB-like exit ops at prestige companies, you will need to be a high performer though. If you're an average employee, those doors probably don't open though.
It's important to note that this is before Deloitte's acquisition of Monitor. The most plausible scenario is that Monitor works on slightly higher profile deals than the rest of S&O. This may translate to slightly better exit opportunities.
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Are you asking if it’s possible to transfer from S&O Federal to Monitor? If so, I don’t believe there is much, if any, cross-project work between threes two groups.
Is Monitor Deloitte and Deloitte S&O separate recruiting now? If so, what schools are Monitor Deloitte recruiting at?
The whole mass confusion with what the hell really happened to Monitor and the difference between Monitor Deloitte and S&O is hilarious. I'm at a competitor and I have no clue what hell they are calling themselves and who really does what.
That's great @karl_pilkington - glad your ignorance about the situation didn't prevent you from taking up valuable board time.
This coming from someone who created a new account called "anon-consultant" just to take a jab at me? Not even worth me spending the time to monkey shit you. I'm glad my firm rejected you.
I'm an MBA 1 at a top 15 currently recruiting for summer internships, and from what I understand Deloitte S&O, like most consulting firms (especially Big4/Accenture types), offers services in a variety of horizontals like Finance, Operations, M&A, Strategy, etc. We've had a lot of recruiting from Deloitte and also had a session with "Monitor Deloitte" specifically. Someone basically asked your question: what the deal was with Monitor-Deloitte vs "regular" S&O, and they said that they're branding their "strategy" services as Monitor-Deloitte, but it's still underneath the overall S&O umbrella. Just look at their S&O website 1 and you can see it right there.
Since Deloitte S&O has a generalist model for new hires (at least at post-MBA level) it seems that there isn't really a difference internally. Externally, you'll be working/sold as "M.D." if you're on a strategy project and just D. if it's a different gig. Getting staffed on the strategy engagements is the tough part and probably requires skillful networking once inside the firm. Also, once you rise higher you're expected to specialize in a horizontal, so I bet if you end up in Strategy long term you'll be able to put "Monitor Deloitte" on your business card.
Don't quote me on any of the above though, and I'd love for someone to correct me on this one if I'm wrong.
I'm currently at Deloitte Consulting. It's true that you can be sold as MD or D, depending on the project.
Thanks for the replies everyone. I'm a Canadian undergraduate student, so not sure where Monitor-Deloitte recruits in the States. However, Monitor-Deloitte has a separate info session at my school, and then the rest of the S/O group comes in on another day.
@sadface: Thanks for the clarification. I guess what I really wanted to know was, if I join the Deloitte CONSULTING PRACTICE within their S/O group, and align myself with a service line such as PUBLIC SECTOR (which is consulting for governments, NGO's etc), would I be at a disadvantage in the future if I ever want to pursue corporate strategy (be it with Deloitte, or elsewhere)?
No, Monitor Deloitte has a public sector strategy component
At Deloitte you just have to network your ass off to break the ice with Managers, SM's and partners from other practices. Deloitte puts a solid effort into networking events, and you just have to take advantage of those events. Go to an event, BS around until you find someone in Monitor Deloitte and let them know your interest and ask if you could help them with a proposal or practice development effort in the future. If you prove to them you're a hard worker through non-client billable work, they'll be open to staffing you in the future on their engagements. If you work hard on that first engagement, just ride on their coattails for a few more engagements and then you can choose to formally transfer (which is pretty effortless if you have a partner backing you) or stay in your current practice but work mostly on Deloitte Monitor engagements.
On another note, are salaries for Monitor-Deloitte consultants higher than other S/O consultants?? I don't want to ask my on-campus recruiter this question as it seems a bit odd.
Can't confirm for sure but I doubt it. People think that S&O consultants have higher comp than HC or Tech, but that's not reality. I imagine the comp for legacy Monitor were inflated a bit to reduce the number of exits post-acquisition, but for recruiting purposes, I have to believe they're probably close. Not certain though.
Definitely true in the UK.. that was one of the big contentions when the merger happened because people with the same level of experience had very different pay. For example, a first year at Monitor was called a consultant and earned around 37k, whereas a first year at Deloitte Strategy was an analyst (level below consultant) and was earning ~5k less. When the merger happened, all the Monitor consultants retained their title (effectively skipping the analyst level at Deloitte) and retained their salaries. Deloittebenefits are less generous, so there was a slight decrease in overall compensation, but that was it. For the first Monitor Deloitte incoming class (Sept 2013), the new joiners came in as analysts but were paid the same as Monitor consultants (37k), which caused a bit of tension during their induction training with the other Deloitte new joiners. This doesn't seem like a tenable situation especially as the firm plans to integrate further in the future, so I don't know what salaries are going to look like for the incoming class this fall. It's going to have to equalise.. whether that may be up or down, I'm not sure
Monitor Deloitte = the brand of the strategy team of Deloitte S&O, except in some countries where the brand is not used at all. As such, there is plenty of opportunity to do both public sector strategy and corporate strategy at MD.
If by public sector you mean Deloitte Federal, I'd be very careful. They are separate parts of the organization, and switching out isn't as easy (anecdotal evidence) as you may think. If you mean actually joining S&O, and working to get put on public sector projects, you aren't technically unable to switch into corporate strat projects later. However, your internal resume is going to have your momentum going into the public sector direction. Deloitte often describes their career progression as an hourglass; you are general in the beginning, funnel into an area as you gain experience, and then diversify within that area as your stay longer.
By branding yourself as public sector (the pinch part of your hourglass), you are setting yourself up to have a diversity of experiences within the public sector. It won't be impossible to switch into corporate strat with a good reputation, but you're going to have to work harder for it the longer you wait and gain experience in other areas.
Interested in knowing more about the current Monitor Deloitte vs. Deloitte S&O situation outside of USA. Anyone with intel please share more. Thanks :)
Just to clarify here:
In the USA, Deloitte has 7 service lines:
Business Model Transformation Finance Mergers & Acquisitions Monitor Deloitte Service Operations Social Impact Supply Chain and Manufacturing Operations
Monitor Deloitte is a service line. Growth and customer type of strategy is here (other types of strategy, i.e. M&A strategy fall in other verticals).
Post-undergrad and Post-MBA you come in as a generalist. Two years after MBA, when promoted to manager, you pick a service line to officially align with (similar to how McKinsey and BCG function).
UK/Canada is a separate partnership and has different rules. They also tend to pay a bit less. Deloitte S&O's U.S. partnership (which also owns Mexico, India, Germany, China, and a few other countries) is what most people refer to when talking about Deloitte's increasing reputation.
opsdude1, thanks for the input.
Yeah I pretty much understand how it works in USA. I'm also aware that Monitor Deloitte in the non-US partnerships do operate and recruit differently, in fact Monitor Deloitte recruiting is still separate from S&O. So I'm interested in getting some insight regarding how joining Monitor Deloitte is different from just joining as S&O in the non-US partnerships since they are not integrated? Any idea how they are different? Thanks!
The different member firms of Deloitte (Deloitte US, Deloitte UK, etc.) are all distinct companies, and each one has chosen a different level of integration with Monitor after the acquisition. Deloitte US for example has completely integrated Monitor into the Deloitte's S&O practice (same recruiting pool, same compensation, etc.), such that there is no internal distinction between a Monitor Deloitte consultant and a Deloitte S&O consultant. However, some other member firms have chosen a different path. For example, Deloitte India has chosen not to integrate Monitor into Deloitte's S&O practice, because of a huge variance in the capabilities and reputation. In India, Monitor Deloitte and Deloitte S&O have completely different recruiting pools (they don't even recruit from the same Universities), different compensation structure, and segregated staffing model.
Hello Quine - one quick question about Monitor Deloitte in India.
1) How successful is the Monitor-Deloitte brand in India especially considering the challenge from MBB? 2) Is Monitor still able to get quality projects?
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