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Annual Management Consulting Rankings 2010/2011 | Firmsconsulting About Management Con

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Ranking McKinsey, Bain, BCG, Deloitte, Roland Berger2010/2011

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Annual Management Consulting Rankings 2010/2011

by All About Management Consulting on February 16, 2011

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10 Votes After a brutal recession, consulting hirings are starting to pick up again. BCG, McKinsey and Bain have all announced bumper hiring seasons across freshly minted MBAs, analysts and experienced hires. That has left aspiring consultants scrambling for the rankings. What bothered us most was the anecdotal method that went into ranking consulting firms. Everyone praises McKinsey, but many seem to have very little understanding of what truly drives a great consulting firm. Its not just the salary, client roster and credentials. Those things, although important, are an outcome of doing several other things consistently well over a long period. Our ranking is unique in two ways. We went out and collected lots of facts to compile the rankings. We explain the sources and, if needed, you are welcome to replicate our analyses.. Second, we crucially distinguish between the health and performance of a consulting firm. We are the first ranking of any kind to do this. Performance is the current outcome of doing things correctly in the past. Healthy decisions are the things done today to keep up great performance in the future. Why is this important? Firms who do things to keep up their health, at the expense of performance, were not always punished in the rankings. On the flip-side, firms who aggressively discounted fees or did work loosely related to management consulting simply to meet revenue targets were punished in the ranking. Not distinguishing between performance and health would have led to us making the same mistakes as the rating agencies and commending good performance when the health of a business could be suffering. Any ranking worth its weight needs to look at both performance and health. Like all rankings, there is subjectivity. However, many criteria are far more accurate than previous ranking and so are our data sources. We went straight to employees and clients. In many cases, we collected public data. We also shared our criteria. In this new ranking by FirmsConsulting, McKinsey again came out on top from the 19 firms we ranked. It was followed by the new triumvirate of Bain, BCG and Roland Berger, who displaced the traditional fast-followers of Deloitte, Booz and Monitor Company. With the exception of Roland Berger, this was clearly an All-American show as no other foreign firm with the exception of OC&C finished in the top 5. Even so, the gap between the top 4 and the rest is substantial. This FirmsConsulting ranking is based on a review of 33 criteria which, based on our own experience and discussions, distinguishes great firms. For example, we carefully examine whether or not a consulting firm is a true global partnership like BCG or a set of loose affiliations like PWC or Deloitte. We also look at whether a consulting firm licences its brand like Capgemini. We also assess if firms test all competencies during interviews or are swayed by fancy degrees into making nice offers on the spot. We even measured how long a firm takes to respond to candidates
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after an interview! Surprisingly, McKinsey was punished on this criterion as we have heard stories from around the world of delays from at least 15 separate offices: in some cases a delay of up to 8 days before candidates receive any feedback. Veterans of management consulting will hardly be surprised to find McKinsey, Bain and BCG at the top. After all, they make up the famous MBB acronym littering countless bulletin boards. However, most rankings up to know have not really analysed these firms in any quantitative detail. They have simply presented surveys and then provided rankings to support pre-conceived ideas. Based on our ranking it is clear there is a difference between Bain and BCG. Clients certainly see the difference and actually will not pay Bain as much as BCG. McKinsey is seen on par with BCG but in the halls of government, McKinsey easily wins the day. Booz is also strong in government, but not likely to be called in when it really counts especially for issues reported in the media. Roland Berger has until now never received much attention. It had always been seen as the regional player. Sort of like a LEK for Germany. That is certainly not what we are seeing from the executives we interviewed. Moreover, Roland Bergers decision to remain private said much about the strength of its value system. Despite the rise of emerging markets, we could not find a single major consulting firm originating from these regions. We found a handful of small players with less than 100 employees but none whom we could identify as a potential breakout player. Europe remains the next logical area, after the US, for producing leading consulting firms. Roland Berger, OC&C and LEK all speak to this. And for the first time ever, a non-London based player is challenging the US Roland Berger. In Asia we were surprised to find no trans-national players. A fair number of exMcKinsey partners have set up regional shops in Vietnam, China, Korea, India and Japan. Yet, none have managed to win work outside their borders. The same applies to regional players in Chile, Brazil, Mexico and South Africa. Australia was the exception where we found several regional players serving clients across South-East Asia. One outfit, Partners-in-Performance seemed to have their network from the icy offices of Vale Inco Sudbury to the depths of the mines in South Africa. Yet, they are far from being a global challenger to any of the established firms. Coming out of the worst recession was particularly brutal for many firms. Many candidates described being wined and dined at far less prestigious restaurants in London, New York or even hot emerging markets like Jakarta. Hiring bonuses all but disappeared. That has now changed as candidates have been receiving bonuses of up to 20% of their salaries at BCG. McKinsey, widely seen as the standard-bearer of consulting eminence, clearly sets the standard. The firm is rumoured to have increased knowledge management expenditure by 23% this year and is planning a new Asian Studies research centre out of Beijing. McKinseys formidable alumni network which reaches into government, commerce and academia grew far quicker than usual as several high profile alumni like Diana Farrell entered government. In fact, during the recession, 67% more McKinsey alumni took, reported, senior government positions versus the same two year period before the recession. Dominic Barton, McKinseys new Managing Partner has not yet crystallised his focus for the firm. Given his roots in having built the Seoul office and his Canadian heritage, we can predict a custodianship with far less limelight than the likes of Rajat Gupta and a laser focus on Asia. Although, there are rumours that several powerful senior partners are advocating stronger focus on Eastern Europe as well. Surprisingly, despite the heritage of Marvin Bower, and his focus on ethics, McKinsey did suffer actainted image as an influential partner, Anil Kumar, was indicted for insider trading. The firm was quick to respond, but it is fair to say this caused more than the usual hand-wringing and appointment of PWC to conduct a risk audit. Either way, clients are starting to buy again and very soon its going to be like 2004 all over again when consulting firms the world over were buying up talent to win work. The Middle East, which took the most ungraceful hit, seems to be back as well. Booz, E&Y, McKinsey, Bain, BCG, E&Y, Deloitte and PWC have all stepped up hiring. Have they all learnt from past mistakes? One
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definitely did not. Deloitte Dubai is purely an office focused on doing feasibility studies of hotels and other planned construction projects. Their increased hiring means they assume these projects are coming back. So much for diversification! Bain is now entering the South African market for the third time. Or is it the fourth time? Anyway, the bottom-line is that Bain sees an uptick in work and will jump in, only to jump out again when things look shaky. The ramp-up has definitely started. We are seeing more consulting partners reaching out to us with dinner invitations in the last month than we saw all of 2009. Its going to be a bumper year. So says a prominent SAB Miller member. The R an kin g 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 Cr iter ia used (Criteria in bold signifies a high weighting) 1 Is the firm international? This means the firm can serve multinationals who are usually spread between countries and need consultants who can understand the local environment. If the firm is not international, it is unlikely to be very successful at serving multinationals. It is probably a niche firm. This means the firm has grown and understands the challenges of managing a global business. It probably is capable of working across cultures and views that as a strength. This is one of the most important criteria. Single partnership firms can make tough decisions, ensure consistency and enforce quality. Where partnerships are legally separated, there is no way to enforce quality. Counted the number of multinational clients by reviewing firms websites and media references McKinsey & Co. BCG Bain & Co. Roland Berger Strategy Consultants OC&C AT Kearney Booz & Company Monitor Company Oliver Wyman Deloitte Consulting PWC Consulting LEK Consulting Accenture Management Consulting Capgemini AD Little IBM Global Services Hay Group PA Consulting E&Y Strategy 100.0 96.0 90.5 86.0 72.0 71.0 70.0 67.0 67.0 67.0 60.0 58.7 57.5 56.9 56.3 56.0 55.6 55.3 48.6

Does it have multiple offices?

Counted the location of a firms offices. Affiliate offices were scored almost zero and multiple offices in the same country and continent were scored less than those between continents. Confirmed with the firm

Is it a single partnership?

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Does it have a str on g an d con sisten t value system? Is it willing to apply that value system at the loss of revenues?

The firms which are highly admired see their profits as an outcome of having strong values. Less prestigious firms crassly talk about growth and profits Look for firms which have turned away work when it has gone against their values. Very, very few firms turn away work. Less prestigious firms need to try harder to recruit quality candidates. They market the firm too heavily and underplay the tough expectations.

Based on a survey of up to 50 current/former employees and an absolute mininum of 20 current/former employees Based on a survey of up to 50 current/former employees and an absolute mininum of 20 current/former employees Based on a survey of a minimum of 10 interview candidates per a firm. In the case of the smaller firms, we only interviewed 3 candidates. Based on a survey of up to 50 current/former employees and an absolute mininum of 20 current/former employees Based on a survey of up to 50 current/former employees and an absolute mininum of 20 current/former employees

Does the firm market itself too aggresively or underplays the challenges of consulting to recruit?

Is quality b etween offices/ r egion s the same?

This is a very important criterion. If quality is not uniform, it implies the core partnership is unwilling or unable to enforce high standards. A firm of equals never has one or two dominant offices. Dominant offices change over time as trends change and global issues change. If one office dominates and you are not a member of that office, it will impact your career development. Inconsistency in the branding or poor branding is a problem. It speaks to poor quality control and a lack of understanding of how to position a premium business. Join a firm which knows how to produce stars. A firm which mostly recruits stars does not know how to produce them and therefore cannot develop you. Consulting values are passed from senior partner to senior partner. They usually have extensive tenure. Recent senior hires are unlikely to preserve the values since they do not necessarily have them. This is important. If a firm is truly global, then you may have joined the Paris office but can seamlessly work anywhere. If you cannot, it is warning sign about the strength of the partnership. No matter what a firm says, if it rewards you purely on sales and profits, then it has the wrong values. You need to make sure that partners are measured for the value they bring to clients. Not on profits. There are just not enough smart people in the world to staff a very large management consulting firm. If a firm is touting its 20,000+ workforce, that should raise serious warning bells about the type of work it is doing. Not everyone can make it, even if they come from Harvard, and thats okay. However, the firm must be willing to let them go. It must have, and must enforce, an out-or-out policy. Otherwise, it is willing to keep people purely for their rsum and not their performance.

Is the firm dominated by one or two regions/offices?

Does it have a consistent and distinguishable brand?

Based a survey of 50 clients who have bought consulting services. 32 were American clients, 6 Canadian, 6 UK and the rest in Asia. Based on a survey of up to 50 current/former employees and an absolute mininum of 20 current/former employees Based on a survey of up to 50 current/former employees and an absolute mininum of 20 current/former employees

10

Ar e its star s homegr own or r ecr uited?

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Are its senior people home-grown or recruited?

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W hen r ecr uited do you join an office, r egion or the en tir e fir m?

Based on a survey of up to 50 current/former employees and an absolute mininum of 20 current/former employees

13

Ar e p er for man ce metr ics heavily skewed towar ds sales an d p r ofits?

Based on a survey of up to 50 current/former employees and an absolute mininum of 20 current/former employees

14

Is it large and/or is it proud of its size?

Based on a review of recruiting and advertising literature.

15

Does it have an up-orout policy?

Based on a survey of up to 50 current/former employees and an absolute mininum of 20 current/former employees

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Ar e comp eten cies tested in the in ter views via case studies?

17

Is the quality and approach consistent between offices and regions?

The best firms do not place value in where you worked before. They place value in your ability to solve business problems. They test this ability. The best firms will have strenuous tests both written and oral in the form of math and case questions. The quality must be the same across all offices and regions. All consultants must be trained in the same way and to the same standards. Without this, staffing international teams will be impossible since it is unclear what to expect. Consulting value is largely underpinned by the ability to find, understand and extract the key nuggets of information from earlier work. A powerful and easily accessible knowledge managementsystem is essential. This is another important criterion. If a firm decides to enter a market, it must be willing to invest for the longterm to build a sustainable base. Markets like Brazil, Dubai,Bucharest, Moscow, Kiev, Santiago and Buenos Aires are important for long-term growth. Firms chasing shortterm profits will eschew these investments. True management consulting firms are training grounds for future executives. If you struggle to find a large number of alumni who are executives at Fortune 1000 firms, then this is not a management consulting firm. An influential firm produces ideas and analyses which are highly sought after. If you cannot name the major thinkers, research platforms and appearances in the influential media, then this firm is not lite. The HBR is the most influential business publication. Unless a firm appears here, it is not an lite consulting firm. If you can join the firm and it also allows you to apply your own methods to solve a business problem; that is a major warning sign. No amount of education is enough to equip you solve complex business problems. This needs to be taught. A firm not doing this is taking a huge risk. Firms who can only articulate their value when mentioning a competitor usually do not have a distinctive value. They can only tell you who they are not. Be wary of firms who say There is only McKinsey and us in the market This shows an enormous amount of immaturity. Also worry about firms who say we play in the space between McKinsey and Accenture. The best firms hire from Harvard, Wharton, Sloan, Booth, Stanford, Columbia, Yale, Oxford, Ivey etc

Based on a survey of a minimum of 10 interview candidates per a firm. In the case of the smaller firms, we only interviewed 3 candidates. Based on a survey of up to 50 current/former employees and an absolute mininum of 20 current/former employees

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Is it easy to get access to knowledge, experts and required IP?

Based on a survey of up to 50 current/former employees and an absolute mininum of 20 current/former employees

19

Is the fir m actively in vestin g in key develop in g mar kets?

Based on a survey of up to 50 current/former employees and an absolute mininum of 20 current/former employees and a review of efforts to open offices in emerging markets

20

Is the firm noted for producing Fortune 1000 executives?

Based on a review of the board of director biographies of the 1000 largest listed companies.

21

Does the firm produce recognized intellectual property?

Based a survey of 50 clients who have bought consulting services. 32 were American clients, 6 Canadian, 6 UK and the rest in Asia.

22

Does the firm appear in the Harvard Business Review? Does the fir m have a defin ed p r ob lem solvin g ap p r oach?

Based on a count of the number of articles, per a firm, appearing between 2005 and December 2010. Based on a survey of up to 50 current/former employees and an absolute mininum of 20 current/former employees and a review of efforts to open offices in emerging markets

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Does the firm define itself by who it is not?

Based on a survey of up to 50 current/former employees and an absolute mininum of 20 current/former employees and a review of efforts to open offices in emerging markets

25

Does it hire from the best schools and universities?

Based on a survey of up to 50 current/former employees and an absolute mininum of 20 current/former employees

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Does it p ay a p r emium salar y?

If a firm wants you, but is unwilling to pay you a premium salary, then it is not commanding premium rates and its work is not valued. Walk away.

and a review of efforts to open offices in emerging markets Based on a survey of up to 50 current/former employees and an absolute mininum of 20 current/former employees and a review of efforts to open offices in emerging markets Based on a survey of up to 50 current/former employees and an absolute mininum of 20 current/former employees and a review of efforts to open offices in emerging markets Based on a Google Search of Key Consulting Document key words and phrases.

27

Does it con sisten tly comman d p r emiums fees in the mar ket?

The market decides who the best is. If the rates are low, then it is an average firm. Think of a firms billing rate as its stock price.

28

Are its ideas, work and samples heavily trafficked on the internet?

No matter what anyone says, if a firm is producing influential work, its ideas are usually, illicitly, trafficked on the internet. The one exception to this rule is likely to be Bain & Company who keeps an iron grip on documents. If a firm needs to explain its publications to you then it is a problem. Does the McKinsey Quarterly, Strategy + Business or BCG Perspectives need an introduction? No. This is an important point and widely overlooked. Some firms hire smart people to sit in a nice office and produce research. Avoid these firms. You want to join a firm where it trains everyone to do great work and eventually write great articles. You want to join a firm which can train YOU to do this. Leading business publications work with the best firms.

29

Does the firm produce recognized research?

Based a survey of 50 clients who have bought consulting services. 32 were American clients, 6 Canadian, 6 UK and the rest in Asia. Based on a review of all published research by a firm between January 2010 and November 2010

30

Is the adver tised r esear ch/ wor k p r oduced b y the same un it/ team?

31

Is the firm quoted in prominent publications like Forbes, WSJ, and NYT etc? Does the firm advertise? Were they professional in the interview process?

Based on a review of said publications between January 2010 and November 2010

32

The best firms do not advertise since they are unwilling to make promises to the market. If they took weeks to get back to you, were rude or forgot about the interview, then run for the hills. The best firms manage all parts of their reputation well, including interviews.

Based on a review of major business publications during 2010 Based on a survey of a minimum of 10 interview candidates per a firm. In the case of the smaller firms, we only interviewed 3 candidates.

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R elate R elated Ar ticles All-time, Top 10 most popular articles on McKinsey, BCG, Bain, Deloitte, Monitor, Booz, AT Kearney, Oliver Wyman & Roland Berger (firmsconsulting.com) Why consulting case interviews are only half the battle (firmsconsulting.com) Oliver Wyman vs. Roland Berger vs. Marakon (firmsconsulting.com) How Gemini Consulting, the one-time McKinsey killer, shot itself in the foot (firmsconsulting.com) I have a chance to work with ex-McKinsey consultants setting up an internal consulting unit at Bank of America should I take it? Be careful what you wish for. (firmsconsulting.com) Is McKinsey still top dog? (blogs.freshminds.co.uk)
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13 Things you should know about case interviews Can you make the transition from the military to management consulting?

6 Comments

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Jenny Sutton # 1 0 Rate This

Very interesting approach and one that with a few tweaks could be used by more than just aspiring consultants. I like the transparency will have to complete it myself and see if I come up with the same rankings. And yes, you are right the global firms still do not have true transnational capabilities in Asia, and there are no Asia-based consulting firms of any scale. Jenny Sutton HONG KONG
March 14, 2011
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All About Management Consulting # 2 0 Rate This

Thanks Jenny, I agree. The more people who use it the better. Please feel free to adjust and use it as well. BTW I thought your book was useful and practical. Michael
March 14, 2011
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Chris Smith # 0 2 Rate This

Sloppy article. Misspellings, grammatical mistakes, references that dont make sense, numbers that are inaccurate (bonuses are > 20% at many of the biggies now). OC&C and Roland Berger that high? Bain should be higher, Booz is a clear #4. The writing quality and results look shoddy.
February 18, 2011
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All About Management Consulting # 1 0 Rate This

Thanks Chris, However the comments you make justify the need for an unbiased assessment of the data. Lets look at some of the points you raise: How do you know bonuses at most of the biggies are more than 20% higher unless you know everyone who received bonuses? It is unlikely you do. Why do you say Bain should be higher? We looked at performance and health of the practice. It seems you are just looking at the performance, and historical performance at that. We placed the firms where the data fell and not where people believed they should fall. Why do you think Booz should be higher? Have you worked there? Have you worked at all the other firms to make a valid comparison? Frankly, the reason we did the ranking is because many people work on anecdotal evidence. The data clearly says otherwise. As you can see, we outline our data sources and you are welcome to repeat the analyses. If you redid the analyses and came to a different conclusion, than we are happy to accept valid changes, with the caveat that all rankings have some subjectivity in them. However, making assumptions based on corridor chatter, opinions and your singular viewpoint cannot be more accurate than a broad study. Our ranking may not be perfect, but it measures far more critical elements than those in rival rankings whom usually work on existing market opinion. Michael
February 18, 2011
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Firmsconsulting was founded by a group of exmanagement consulting partners and associates who manage the partnership to the standards and principles of a consulting firm. We provide bespoke mentoring and coaching to aspiring consultants, while producing books, podcasts, rankings and training videos about management consulting. We also train current management consultants at BCG, Bain and McKinsey, as well as running a consulting research and document production, and sharing, website at Lillilooloo.com. We practice seven values. We impart seven values. Intellectual humility. We generously dispense advice while engaging stakeholders on the belief that respect is a right. It is not earned. Professional integrity. Both in your pursuit of your goals, and thereafter, we hold ourselves to the highest professional standards. A values driven organization. We are not a value driven organization. We do not pursue profits. We place the best interests of our clients, and their stakeholders, before our own interests. Keep information confidential. We do not advertise nor market ourselves or discuss confidential information. We best serve our clients by only enacting initiatives to support their ambitions. Intellectual honesty. We are willing to accept the facts for what they are, but purposefully reinvent ourselves in the process of responding to uncomfortable realities. Demonstrated competence. We do not promote ourselves. Our intentions, and results, will determine our destiny. Developing well-rounded leaders. We will develop your will, capacity and capability to accomplish a goal.

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