Why does everyone want to do strategy consulting?

Why do people obsess about strategy over operations or IT?

Why is it considered more prestigious? It's not like it pays more, in fact the big money for partners is all in Ops and IT especially with the direction the economy is headed. Additionally, it all consists of recommending instead of getting things done and bottom-line impact. Considering these two traits, why is strategy "better" than IT or ops?

Does B-school admissions actually value strategy higher or is that just concocted WSO bullshit? Please, educated answers here.

Does it make a damn difference if you're doing strategy or ops or IT at a place like McKinsey?

Is the only reason why it is more prestigious is perhaps because it is more interesting to most people?

Thanks in advance folks.

 

Strategy is a higher level executive function than IT/ops. But strategy isn't necessarily generic. IT strategy, for example, is very important to both high and low-tech firms. A lot of IT requires strategic direction because a company needs to know which direction it should take its technology if its going to remain competitive.

 

You are right. There is a lot more interesting work in strategy. There are less routine mind-numbing tasks and even junior analysts are allowed to attend meetings where senior managment opines on their views of the competitive landscape, market trends and how to respond to competition.

But if you are gunnning for the CEO seat, I am pretty sure Strategy is less than the optimal path though. Managers in Sales and Operations have a much better understanding of the fundamental business drivers than the ones in finance and strategy.

 

Strategy sounds sexy, you deal with C suite folks, you work on high-level big-impact issues/planning, and, generally, you charge a lot more for strategic consulting than ops/tech consulting.

That being said, as the gentleman above me correctly pointed out, if CEO is what you are gunning for in the long run coming through the P&Ls is the way to go. Rarely would internal strategy (or finance for that matter) guys rise to the CEO position. Strategic planning is important at all but Wall Street cares about results (i.e. implementation) a lot more than high level plans.

Grga Pitic
 
draculallvm:

But if you are gunnning for the CEO seat, I am pretty sure Strategy is less than the optimal path though. Managers in Sales and Operations have a much better understanding of the fundamental business drivers than the ones in finance and strategy.

Setting aside the ridiculousness of "gunning for the CEO seat" when you're in your 20s...

Strategy isn't some nebulous topic that's completely separate from sales and operations--there are capabilities that require strategy. MBB and big strategy shops do projects on sales, marketing, and operations strategies. BCG, for example, lists all of those as their competencies. Understanding the fundamental business drivers behind the industry and the client is exactly what consultants get paid to do.

 

I wasn't being critical of Strategy Consulting. If I had a chance to join a top strategy consulting firm, I would definitely do that in a heart beat.

What I was saying is that within organizations, the ones within the strategy group usually do not have a career path to the CEO position.

And for strategy consultants, the ones who actually "consult" are not the junior analysts and associates. The senior managers, directors and partners do. Those are usually the ones with a lot of industry experience in operations or any other relevant function to bring to the table. The client pays such high fees to speak with those guys. The junior consultants tend to do data collection and put together analyses in PPT as instructed by the ones who are actually knowlegable.

 

Sounds sexy? That's all people could come up with?

pnb is right too--no one who is reasonable "guns for CEO" in their 20's...

So strategy is just "sexier" according to the minds of people? From the responses so far, it seems like there are no differences in pay, exit opps, prestige according to upper-management (not college kids), and B-school admissions. Is this true?

Business school adcoms treat consulting (strategy, IT ,ops, etc) as all the same? With the primary differentiator being the firm and the candidate's performance?

 

Not sure about whether adcoms treat the different types of consulting the same, but there is on average a clear difference between the difficulty of getting into a firm like McKinsey vs Accenture.

I would expect a ops guy at McKinsey be viewed more 'favorably' then a strategy guy at Accenture, but would be interested to see how different types of consultants within the same firm are viewed.

 
helpinghand:

Sounds sexy? That's all people could come up with?

pnb is right too--no one who is reasonable "guns for CEO" in their 20's...

So strategy is just "sexier" according to the minds of people? From the responses so far, it seems like there are no differences in pay, exit opps, prestige according to upper-management (not college kids), and B-school admissions. Is this true?

Business school adcoms treat consulting (strategy, IT ,ops, etc) as all the same? With the primary differentiator being the firm and the candidate's performance?

I'm not sure if its a result of b-school adcoms preferring strategy, or strategy consultants being more inclined to go to b-school, but there are noticeably more strategy consultants than operations / IT consultants at top MBAs.

Do you work in IT / operations consulting? If so, what are your thoughts on the day to day activities? Strategy work is more open-ended and conceptual, while IT / operations consulting is much more technical and requires hard-skills. Not saying one is better than the other, but I think you get exposed to a much wider variety of business problems in the strategy division, where as an IT / operations consultant may just do SAP implementations over and over at different clients.

 

Because IT and Operations consulting often consists of mindless PowerPoint & Excel tasks whereas in strategy consulting you may actually get to use your brain.

Would you rather be building a model that tries to determine the ideal pricepoint(s) for a company's product or standing up a governance model so a company can implement some ERP system that will allow them to close their books in 8 days instead of 10 (whoopdifuckindoo!)?

 

What a bunch of load! If you don't have a damn IT governance, you better say goodbye to your entire company - you can shove that price point to where it belongs.

Most business/strategy consultants don't have the first damn clue about what IT Strategy is and their whole idea of IT is "Oh yay. My excel works" or "I can download the trial balance". Naturally, they feel completely slighted when someone compares IT Strategy to their so called "rocket science".

Most MBB core work deals with/touches all capabilities of a company - it could be strategic work, directing a company's investments or offerings or it could be operational where they touch one or more capabilities such as sales, marketing, manufacturing, etc., As such, they deal with CEO/COO, which are usually the top positions in a company and have direct influence. The whole aura of MBB being awesome and game changing is from history as well. Yes, they still do very valuable work but most companies do their diligence on strategy fairly well these days and thus don't always rely on MBB as much as they used to in the past for their key strategies. As a result, we see MBB being more employed in Operational tasks these days and yes, most analysts and associates are tasked with data collection and analysis. They do present occasionally and have inputs into presentations but the glory is all reserved for Partners/Managers.

IT Strategy could mean multiple things. Please note that IT Strategy is different from IT Consulting. IT Consulting could be implementation of an ERP system but IT Strategy on it's own deals with strategic directions for a company's technology assets/capabilities. Yes, it includes governance but also includes profitability assessments, IT Cost Modeling, IT Architectures, etc., IT Strategy Consultants usually report to the office of the CIO who is usually below the CEO. The impact of IT Strategy Consultants on the company's fortunes is very similar to the impact that IT has on the fortunes of the company. Also, IT is increasingly influencing the analytics and intelligence space as well through BI Tools, Big Data, etc., Information Visualization which was considered hard in the past is now a piece of cake through tools such as Tableau, Spotfire, etc., Analysis from multiple sources of data which was considered hard is now possible through SOA, MDM, etc., IT brings about it's own challenges such as Cloud, Big Data, etc., And yes, you can quantify data in IT as well. The same segregation of duties is true in IT Strategy as well - most analysts and associates are tasked with data collection and analysis. They do present occasionally and have inputs into presentations but the glory is all reserved for Partners/Managers.

The skills in IT Strategy and pure Strategy are different. Pure Strategy requires analysis, accounting and visualization skills. IT Strategy would also need all this to some extent along with understanding technology and innovation. Like how an IT Consultant would not understand CAGR/SPA, Strategy Consultant would not understand TOGAF or Cloud. At the end of the day, one is not greater over the other. Even MBB firms are increasingly building their technology practices. Anyone who tells you otherwise maybe employed by MBB/IT Strategy firms but is not mature enough to be qualified for either one.

 

Biggest reason for me is the work is more interesting in strategy. This is a big factor for me -- makes the difference between hating my job vs. loving it.

Another reason is the projects are shorter, typically 6-8 weeks -- vs. a yr a longer on an ops/IT gig. This means, w/ strat work, you can cycle through projects/industries/clients/teams/etc more quickly. You are in essence fast tracking your career and learning.

Just these 2 reasons, to me, create a substantial divide between the attractiveness of strat work vs other projects. I suspect many others feel the same. That, coupled w/ the fact generally less strat work is available in most firms, makes these projects more sought after, competitive, and therefore more prestigious.

 

Couple of observations:

1) A lot of strategy consultants at top firms go attend top B-schools, because their firms require them to do so to move up in the company, while their firms reimburse the MBA program's tuition. Hence, B-school is a very attractive proposition for the strat consultants because it essentially is a free 2 year holiday party.

2) A lot of IT consultants don't even bother with MBA since their firms (Accenture, Deloitte, IBM, etc) don't require them to get an advanced degree, much less an M7 MBA degree, to move up in their positions at the firm. Not to mention, these IT consulting firms don't usually 'sponsor' or pay for the tuition of MBA programs if an IT consultant chooses to go for MBA. As a result, there is a much less demand for getting that MBA degree among IT consultants since it costs a fortune and getting the degree is not a requirement in their careers.

3) Out of people I know who work at both strategy and IT consulting, people in Strategy Consulting on average are much more qualified academically. Most people working at MBB were rock stars at target schools who graduated near top 10% of their classes. On the other hand, many guys I know at Deloitte's BTA program or Accenture's SI practice attended 'non-target' colleges and had mediocre GPA, work experience, etc. This disparity may explain why more strategy consultants end up at top B-schools.

 
michael.scoffield:

Biggest reason for me is the work is more interesting in strategy. This is a big factor for me -- makes the difference between hating my job vs. loving it.

Another reason is the projects are shorter, typically 6-8 weeks -- vs. a yr a longer on an ops/IT gig. This means, w/ strat work, you can cycle through projects/industries/clients/teams/etc more quickly. You are in essence fast tracking your career and learning.

Just these 2 reasons, to me, create a substantial divide between the attractiveness of strat work vs other projects. I suspect many others feel the same. That, coupled w/ the fact generally less strat work is available in most firms, makes these projects more sought after, competitive, and therefore more prestigious.

does not tell me why so many undergrads with not a day of consulting under their belt assume that strategy is more interesting.

 

Because it is glorified as being a driver of growth, whereas IT strategy is considered a secondary function. Many people believe that Strat consultants are these magical cohorts of people that save companies from complete collapse(which they have), but anyone else who is not in a strategy role functions only as a support. Another observation from reading is most business students have no idea what IT consulting actual is...instead, they are memorized by STRATEGY and firm prestige, rather than the actual job description. I am interested in strategy consulting because I have no fucking clue what IT consultants (part of me had to laugh at that), and I couldn't imagine life as a banker.

 
F. Ro Jo:
abacab:

Tbh, the difference can often be described as front office vs. back office consulting.

no it can't. it's more along the lines of equities vs. fixed income if you have to use a banking analogy. both front office, different offerings.

Well put it this way, In strategy side, you are looking mostly at market assessment, future opportunity/growth areas, etc. stuff that directly impact the top and bottom line - the revenue generating side of the business, making it front office. In IT, and to some extent in operations, you are looking at the back office of the company. We can talk all day about company's IT strategy or supply chain efficiency, but by definition they are cost centers (unless you are like FedEx for supply chain), and thus they are back office. You can see it from the general client interaction, the reporting structure, etc.

 
abacab:
F. Ro Jo:
abacab:

Tbh, the difference can often be described as front office vs. back office consulting.

no it can't. it's more along the lines of equities vs. fixed income if you have to use a banking analogy. both front office, different offerings.

Well put it this way, In strategy side, you are looking mostly at market assessment, future opportunity/growth areas, etc. stuff that directly impact the top and bottom line - the revenue generating side of the business, making it front office. In IT, and to some extent in operations, you are looking at the back office of the company. We can talk all day about company's IT strategy or supply chain efficiency, but by definition they are cost centers (unless you are like FedEx for supply chain), and thus they are back office. You can see it from the general client interaction, the reporting structure, etc.

so? in a 3 statement model you project SG&A and COGS too. doesn't make it back office. you're consulting the back office, but you're front office.

 
F. Ro Jo:
michael.scoffield:

Biggest reason for me is the work is more interesting in strategy. This is a big factor for me -- makes the difference between hating my job vs. loving it.

Another reason is the projects are shorter, typically 6-8 weeks -- vs. a yr a longer on an ops/IT gig. This means, w/ strat work, you can cycle through projects/industries/clients/teams/etc more quickly. You are in essence fast tracking your career and learning.

Just these 2 reasons, to me, create a substantial divide between the attractiveness of strat work vs other projects. I suspect many others feel the same. That, coupled w/ the fact generally less strat work is available in most firms, makes these projects more sought after, competitive, and therefore more prestigious.

does not tell me why so many undergrads with not a day of consulting under their belt assume that strategy is more interesting.

I'd guess many undergrads have become informed from speaking w/ friends/alumni who have worked in consulting.

if you were referring to me specifically, I have worked in consulting for 7 yrs and have personally found strat work to be indisputably more interesting.

 

There is IT and there is Strategic IT. The former is not at all comparable to strategy consulting -- prestige, career path, exit opps, heck just look at revenue/person. I suppoe a few partners who sell gigantic projects can do better there, but otherwise not comparable. Strategic IT is (more or less) comparable to (the rest of) strategy consulting. The issue is that the vast majority of "IT consulting" is the former not the latter.

 

EOD you are generating revenue for firm as a strategy/IT/IT strategy/operations consultant, so you can call yourself front office. But for the client, if you are working on their IT or supply chain issues, it's their BO. I did enough operational improvement engagements pre-MBA to know where those areas belonged in client's focus (not too high). Taking 2-3% of COGS or SG&A (not entire company's, but a portion) is good, but barely moves the needle. And from consulting side, our biggest nightmare was to exit into the role of one of the client's (some director/VP, whatever). You can do all the IT strategy or operational role you want, but your exit will be with the person you interact the most at client. For some, it may not be as exciting.

 

Yup the above poster is correct. I am not even sure how one can make an argument that IT consulting is Front Office. You work for IT departments at clients, work with back-office topic (IT), don't engage in any front-office projects (such as strategy, growth, research, etc), and if you exit to a client, you exit into an IT department or other back office function, not the front office function. How one can call customizing SAP or Oracle products at a client site as 'Front Office' job function is beyond me.

The exit ops between Strategy Consulting and IT Consulting is night and day. The former largely feeds into corp strategy departments in F500, the latter feeding largely into IT departments in F500.

 
IvyGrad:

Yup the above poster is correct. I am not even sure how one can make an argument that IT consulting is Front Office. You work for IT departments at clients, work with back-office topic (IT), don't engage in any front-office projects (such as strategy, growth, research, etc), and if you exit to a client, you exit into an IT department or other back office function, not the front office function. How one can call customizing SAP or Oracle products at a client site as 'Front Office' job function is beyond me.

The exit ops between Strategy Consulting and IT Consulting is night and day. The former largely feeds into corp strategy departments in F500, the latter feeding largely into IT departments in F500.

i don't think you properly understand what front-office means. front-office is simply a revenue generating role within a company or firm that usually has interactions with clients. so hypothetically if you work for a company that provides janitorial services to office buildings and you are one of the janitors that goes into offices and cleans up the place, then you are a 'front-office' janitor since you are directly generating revenue for your employer (they are getting either a flat fee for the service you are performing or are paid hourly based on how long it takes you to clean the toilets). so, yes, IT consulting is 100% a front-office role as is strategy consulting and even public accounting. lots of ppl on WSO have taken front-office to simply mean a sexy job such as PE/HF/IB/MC but that is not completely accurate.

 
i hate audit:
IvyGrad:

Yup the above poster is correct. I am not even sure how one can make an argument that IT consulting is Front Office. You work for IT departments at clients, work with back-office topic (IT), don't engage in any front-office projects (such as strategy, growth, research, etc), and if you exit to a client, you exit into an IT department or other back office function, not the front office function. How one can call customizing SAP or Oracle products at a client site as 'Front Office' job function is beyond me.

The exit ops between Strategy Consulting and IT Consulting is night and day. The former largely feeds into corp strategy departments in F500, the latter feeding largely into IT departments in F500.

i don't think you properly understand what front-office means. front-office is simply a revenue generating role within a company or firm that usually has interactions with clients. so hypothetically if you work for a company that provides janitorial services to office buildings and you are one of the janitors that goes into offices and cleans up the place, then you are a 'front-office' janitor since you are directly generating revenue for your employer (they are getting either a flat fee for the service you are performing or are paid hourly based on how long it takes you to clean the toilets). so, yes, IT consulting is 100% a front-office role as is strategy consulting and even public accounting. lots of ppl on WSO have taken front-office to simply mean a sexy job such as PE/HF/IB/MC but that is not completely accurate.

I'm pretty sure you don't know what front-office means or at least what the comment was about. IvyGrad is using front-office in relation to the department you (the consultant) is advising. Yes as a janitor working for a janitorial service you are front-office for the AGENT (the janitorial service). But you are advising on a back-office role for the PRINCIPAL (the client). Therefore, if you were to transfer from consulting to the clients' industry, you could really only join in a back-office, cost-center, non-revenue generating, janitor capacity.

 
Best Response
JustNumbers:
i hate audit:
IvyGrad:

Yup the above poster is correct. I am not even sure how one can make an argument that IT consulting is Front Office. You work for IT departments at clients, work with back-office topic (IT), don't engage in any front-office projects (such as strategy, growth, research, etc), and if you exit to a client, you exit into an IT department or other back office function, not the front office function. How one can call customizing SAP or Oracle products at a client site as 'Front Office' job function is beyond me.

The exit ops between Strategy Consulting and IT Consulting is night and day. The former largely feeds into corp strategy departments in F500, the latter feeding largely into IT departments in F500.

i don't think you properly understand what front-office means. front-office is simply a revenue generating role within a company or firm that usually has interactions with clients. so hypothetically if you work for a company that provides janitorial services to office buildings and you are one of the janitors that goes into offices and cleans up the place, then you are a 'front-office' janitor since you are directly generating revenue for your employer (they are getting either a flat fee for the service you are performing or are paid hourly based on how long it takes you to clean the toilets). so, yes, IT consulting is 100% a front-office role as is strategy consulting and even public accounting. lots of ppl on WSO have taken front-office to simply mean a sexy job such as PE/HF/IB/MC but that is not completely accurate.

I'm pretty sure you don't know what front-office means or at least what the comment was about. IvyGrad is using front-office in relation to the department you (the consultant) is advising. Yes as a janitor working for a janitorial service you are front-office for the AGENT (the janitorial service). But you are advising on a back-office role for the PRINCIPAL (the client). Therefore, if you were to transfer from consulting to the clients' industry, you could really only join in a back-office, cost-center, non-revenue generating, janitor capacity.

No, not at all. IvyGrad is referring to the job of IT Consulting itself and whether that job is front-office (which it is by virtue of the fact that is a revenue-generating client-facing role). By your definition of front-office consulting (ie advising only front-office people), most strategy consulting or M&A work would not be considered front-office. who do the strategy consultants and M&A bankers work with within a client? the strategy and M&A teams ofcourse, right? well, guess what, the strategy and M&A teams within F500 companies are NOT front office!! you want to know why? because they do not directly generate any revenue! so by your definition of front-office consulting, you can only be considered front-office if you advise front-office people who for the majority of F500 companies is essentially the sales team or asset managers who prob very rarely hire outside consultants!

get your head outta your ass man, just bc something isn't as prestigious as banking or strategy does not mean it does not qualify as front-office. get a freakin dictionary.

 
i hate audit:
IvyGrad:

Yup the above poster is correct. I am not even sure how one can make an argument that IT consulting is Front Office. You work for IT departments at clients, work with back-office topic (IT), don't engage in any front-office projects (such as strategy, growth, research, etc), and if you exit to a client, you exit into an IT department or other back office function, not the front office function. How one can call customizing SAP or Oracle products at a client site as 'Front Office' job function is beyond me.

The exit ops between Strategy Consulting and IT Consulting is night and day. The former largely feeds into corp strategy departments in F500, the latter feeding largely into IT departments in F500.

i don't think you properly understand what front-office means. front-office is simply a revenue generating role within a company or firm that usually has interactions with clients. so hypothetically if you work for a company that provides janitorial services to office buildings and you are one of the janitors that goes into offices and cleans up the place, then you are a 'front-office' janitor since you are directly generating revenue for your employer (they are getting either a flat fee for the service you are performing or are paid hourly based on how long it takes you to clean the toilets). so, yes, IT consulting is 100% a front-office role as is strategy consulting and even public accounting. lots of ppl on WSO have taken front-office to simply mean a sexy job such as PE/HF/IB/MC but that is not completely accurate.

I think IvyGrad was just agreeing with the poster above in saying that while IT consulting is "Front Office", you mainly consult the back office of a given client. To your analogy, yes, you may be a "front office" janitor, but you're still cleaning up someone else's crap. Call yourself what you will, but the shit still smells the same.

 
The Sour Patch Kid:
i hate audit:
IvyGrad:

Yup the above poster is correct. I am not even sure how one can make an argument that IT consulting is Front Office. You work for IT departments at clients, work with back-office topic (IT), don't engage in any front-office projects (such as strategy, growth, research, etc), and if you exit to a client, you exit into an IT department or other back office function, not the front office function. How one can call customizing SAP or Oracle products at a client site as 'Front Office' job function is beyond me.

The exit ops between Strategy Consulting and IT Consulting is night and day. The former largely feeds into corp strategy departments in F500, the latter feeding largely into IT departments in F500.

i don't think you properly understand what front-office means. front-office is simply a revenue generating role within a company or firm that usually has interactions with clients. so hypothetically if you work for a company that provides janitorial services to office buildings and you are one of the janitors that goes into offices and cleans up the place, then you are a 'front-office' janitor since you are directly generating revenue for your employer (they are getting either a flat fee for the service you are performing or are paid hourly based on how long it takes you to clean the toilets). so, yes, IT consulting is 100% a front-office role as is strategy consulting and even public accounting. lots of ppl on WSO have taken front-office to simply mean a sexy job such as PE/HF/IB/MC but that is not completely accurate.

I think IvyGrad was just agreeing with the poster above in saying that while IT consulting is "Front Office", you mainly consult the back office of a given client. To your analogy, yes, you may be a "front office" janitor, but you're still cleaning up someone else's crap. Call yourself what you will, but the shit still smells the same.

No. IvyGrad clearly says "I am not even sure how one can make an argument that IT consulting is Front Office". He/she clearly does not understand what the term front-office means.

 
BigPicture:

companies pay more per hour for "strategy" consultants. "strategy" consultants make more, on average. especially long term when you take into account exit opportunities after consulting.

that's why people want MBB over accenture

You say taking into account long term exit opps, strat consultants make much more. Additionally, a poster above said the difference between strat and IT is "night and day" because the former feeds into coporate strategy depts at F500's and the latter into IT departments at F500's.

So my question: why is working in Corporate Strategy better than working in IT? Besides the fact that it might be more interesting (and this really depends on tastes), what are the salaries for each? I've seen posts on here that corp strat. roles are usually $100k-200k (at the really high end). Is that what corporate strategy pays? All of the mind-numbing competitiveness of top-tier consulting roles is mostly eventually to get a position paying about as much or a tiny amount more than a first-year IB analyst? (understandably, working a lot less hours)

I'm trying to understand now the attractiveness of strategy consultants' exit opps. Thanks for the posts everyone.

 

Answering OP's question about if IT and strategy are thought of differently inside McKinsey. McKinsey has so called BTO (business technology) practice. Even inside McKinsey BTO guys are sometimes (OK, rarely) referred to as people doing some boring back-office BS without proper exit opps. I don't get the argument really. Of course Strategy > IT, not so sure about ops (it's more a matter of taste).

 
greymn:

Answering OP's question about if IT and strategy are thought of differently inside McKinsey. McKinsey has so called BTO (business technology) practice. Even inside McKinsey BTO guys are sometimes (OK, rarely) referred to as people doing some boring back-office BS without proper exit opps.
I don't get the argument really. Of course Strategy > IT, not so sure about ops (it's more a matter of taste).

More a matter of taste between Operations vs Strategy? Or Operations vs IT?

JohnKGH, are you talking about strategy consulting? I am speaking of Corporate Strategy roles at a major company. From my understanding, the salaries start at around 80k and the high end (think Silicon valley Tech) pays 150-200k.

 

also, keep in mind that corporate strategy is not an end point. mckinsey boasts more alumni as fortune 500 CEOs per employee than any other company. and if you polled fortune 500 SVPs or VPs I bet you'd see a similar trend

dude, helpinghand, this isn't rocket science. "Strategy" has more prestige than IT. this leads to higher pay and better positions down the road. it's a bit like public school vs. ivy league.

 

The long-term career trajectory between IT consulting and Strat consulting is so different.. IT Consulting at Accenture will lead to a career as a IT project manager, IT business analyst, IT network security manager, etc at x,y,z company, down the road. Strategy Consulting at MBB, OW, Booze or the like can lead to positions in PE, HF, Corp Strat, etc. Not that IT Consulting gigs are 'bad', but many people may find configuring SAP systems on the same IT implementation projects over and over again as quite boring.

And regarding the poster arguing what it really means to be 'Front Office' - obviously there has to be some boundary to the scope for which this terminology should apply. Just because janitorial services are 'client facing', those gigs are not 'front office'. Just as 'Ivy League" is a mere sports conference, yet people refer to it as a generic symbol of academic prestige and excellence, so is 'Front Office".

Hell, those low-wage immigrant laborers that work at janitorial services firms wouldn't even know what 'Front Office' means.

 

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  • 3rd+ Year Analyst (145) $115
  • Engineer (6) $114
  • 2nd Year Analyst (342) $102
  • Associate Consultant (166) $98
  • 1st Year Analyst (1046) $87
  • Intern/Summer Associate (188) $84
  • Intern/Summer Analyst (547) $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...”

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