There are only a handful of cases where I see it working out for the better, and most of them involve having a very specific career transition goal and a strictly time-limited stay in mind, but that's a bit outside the scope of this discussion.įWIW: I'm intimately familiar with a small company that was acquired by a supposedly prestigious management consulting giant. McK's bread and butter)-problem is, the people in that field are going to see that you wrote software at McKinsey, and were not a strategy consultant. Furthermore, the types of companies that are likely to hire a third party consultancy to do real tech work for them are almost always well behind the curve to begin with.īut, hey, suppose you want to move into management and strategy consulting (i.e. Tech consulting is very often centered around third party systems integration and staff augmentation, despite the polish they put on it clients aren't going to outsource anything dealing with truly valuable IP to a third party, so there are limited opportunities for product ownership or real R&D (save for small-time, hacky prototypes that won't ever go beyond a pre-sales pitch deck). even if you intend to leave tech.įor example: if you want to move to an elite tech firm, the McKinsey brand is going to carry far less weight than an actual tech firm, both because they just don't have much of a reputation in that field and because the work you do there isn't likely to be all that extraordinary. It won't help as much if you think, if at all. Plus people (particularly outside tech) give a lot of weight to the McKinsey brand so working there might be valuable in terms of networking or a resume buff. Will you need to hunt for projects to be staffed on?.Will leadership protect you from being staffed on multiple projects?.
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