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Management consultancy for MBAs – how to apply, where to find the jobs, and what you’re letting yourself in for….

Management consultancy and investment banking are the two top career choices for business school graduates. Join a consulting firm and you can become comfortably off: choose investment banking and you’ll be obscenely rich. But it’s about more than the money, isn’t it? Isn’t it?

As a recruiter, one of the most frequent questions I get asked in careers sessions is, of course, “How do I get into management consulting?”.  And of course, an increasing number of people study an MBA for career change – often to get into management consulting.

1. Management consultancy is the better career choice

My contention is that consultancy is the better choice. In the course of your time as a consultant you’ll see a wide variety of businesses across a wide variety of sectors, work alongside a wide variety of skilled professionals on a wide variety of problems.  You can take all that experience into the real world when you finally decide to get aproper job, typically after 3-5 years as a consultant – for reasons I’ll explain later.

The consulting industry is recovering after four awful years. Firms are hiring again, but the competition is fierce. So the first thing you need to do is to polish up your CV. You need to stand out from everybody else in your class who’ll be applying. Any application, whether by post or email, must be tailored for the specific opportunity. And a cover note needs to highlight what you’re good at, what you can bring to the firm, and how they’ll benefit from hiring you.

2. Deadlines for applying to management consultancies

If you’re hoping to join a strategy house (McKinseyBoston Consulting Group,Bain are the ‘holy trinity’ of the top tier firms), get on to their websites right now.The closing dates for applications are generally about a year in advance of start dates, so you need to apply early. The closing dates for the consultancies mentioned earlier are usually between Oct-Dec for the following October’s start.  If you’ve missed the deadline, still apply. Other applicants may drop out/choose investment banking instead, and you might get lucky.

Most other firms, however, recruit on an as-needed basis. Check out their websites for current vacancies. Remember, these requirements are listed around 4-6 months before the new recruits are expected to start, so there’s no point in applying too early.

As well as a consultancy firm’s own website, look for advertisements posted on job boards (eg, and trawl around social media (YouTube, Facebook etc) for other recruitment announcements.

But don’t just wait for an opportunity to be advertised. Be proactive. Find people you know (friends, alumni) who are working in consulting firms and ask them to put your CV in front of a hiring manager (almost all organizations encourage their staff to do this now).

Scour the business pages of quality newspapers for comment from consulting firms – journalists frequently solicit quotes from consulting industry figures and for analysis pieces on issues of the day. Make that the reason for introducing yourself to them, such as “I saw your comment in the FT about supply chain disruption and…… By the way, I’m finishing my MBA shortly with a view to becoming a supply chain and logistics consultant, and I wondered if you could introduce me to….”

3. Think about your exit before you enter a consulting firm

Don’t just target well known consultancies. Although a big consulting name on your CV will resonate widely when you move out into industry, a small consultancy specializing in a sector where you intend to make your long-term career can be just as valuable.

Think about your exit before you even enter a consulting firm. Say you plan a long-term career in the pharmaceutical industry, why not seek out the niche firms who consult in this sector?

There are many good reasons why a consulting career with a boutique (ie small) firm makes sense.  You’ll be exposed to the problems that keep that industry’s CEOs awake at night, you’ll learn at the shoulder of a director or partner of a boutique consultancy  – rather than just a senior consultant or manager at a large consultancy – and you’ll have more dealings with the CEOs of the companies you’ll want to join when you eventually leave consulting.

4. Do your MBA project in a consulting firm

If your business management MBA requires an internship or summer project, why not find a placement in a consulting firm? Even a few weeks in consulting will demonstrate you know what consulting is like. And 70% of interns are offered a permanent job at the end of a placement.

Be realistic – not everyone can become a strategy consultant. Most business school graduates who go into consulting will join a mainstream consulting firm (eg Accenture, Deloitte) and will be hired not just for their intellectual horsepower but also for their pre-business school experience.

So if you have a background in the insurance sector, say, then look for opportunities in the financial services team at a consultancy. Or if you’ve been as software engineer, try to position yourself in IT advisory.

And don’t get hung up on rank. Unless you are nationally known in your field – say as a strategy development spokesman – you’ll join at the standard entry level.  And that’s even if you’ve been a senior vice-president managing scores of staff and managing a budget of tens of millions. You’ll need to go through consultancy boot camp just like everyone else.

5. What are typical pay and salaries in consulting?

Salary? Again, you’ll have to take the ‘going rate’. Accenture has a website with typical global consulting salaries.  A reasonable average is £60,000 ($96,000). That’s base salary.  You can expect a bonus – but don’t rely on it to pay the bills – of 15%, a pension contribution and local market ‘big company’ benefits such as private healthcare and life insurance.

For holidays you can expect around 25 days or your local market average. And if you’re good, and you last that long, you’ll double your base salary in around 4 years.

So why do I think you won’t last that long? It’s the baggage that comes with consultancy which makes consultants leave after 3-5 years. Work life balance? It’s all work, and no life.

Expect to spend around 70% of your working year away from home – some consultancies will ask you to sign an agreement to spend 100% away. That means three nights in a hotel and four days on the client site – which might be five hours journey time from home. The working week averages 50 hours, and a stretch of 70 hours a week to bring a project in on time is not uncommon. Think of the impact that has on your personal life and you’ll understand why I think you’ll last 3-5 years before you move on.

Still want to go into consulting? Good. I think it’s the best possible choice for consolidating your business school education.  And just look where former consultants end up.  William Hague is UK Foreign Secretary; Stephen Green was the former HSBC Chairman and Jeff Skilling the ceo at Enron.  OK,  maybe not that last one.

Whatever you choose – investment banking, dispute resolution analyst, setting up your own business, consultancy – study hard, enjoy your time at business school, and good luck!

And go on.  Which do you think is the better career – management consultancy or banking?


Our consultants here at BLT have taken time out over the last week to help encourage and motivate the next generation of employees through our links with Tower Hamlets Education Business Partnership

By conducting head to head interviews with year 11 students at various secondary schools in East London, we enable young people faced with the daunting prospect of entering the employment market for the first time to practice their interviewing skills, gather tips and gain confidence in their ability to stand out against the crowd, and win that very important first job. We’ve all been there, and it’s great to make such a big difference from the other side of the fence!  

Giving something back to our local community is important to BLT, and we benefit from the inspiration we receive from these ambitious young people.


BLT support #XmasJumperDay

Here at BLT, we are starting the Christmas celebrations early by doing our bit for charity at this particularly tough time of year. We are participating in Christmas Jumper Day to raise money for Save The Children, so have all come into the office in our reindeer/snowflake/glitter winter woollies and have donated money to this worthwhile cause.

We urge everyone to get involved in this fun and meaningful day by donating money at and wrapping up warm in your most festive threads. Merry Christmas!


ICSA Company Secretary Awards 2012

Company Secretarial professionals gathered in the atmospheric setting of The Brewery in the City for the annual ICSA Company Secretary Awards and the Hermes Transparency in Governance Awards. There was a wide range of talented nominees for each award, however the eventual deserving winners were announced, and have been listed here on the ICSA website.

Our warmest congratulations go to Katie Ellis of Amlin, who won the ‘One to Watch’ award that was sponsored by us here at CSS, well done! A fabulous night was had by all, and we would like to thank all the sponsors and organisers who made the evening such a great success.


Is Lean Really Sustainable?

Looking to reduce costs, develop quality AND improve your customer’s experience all at once? Then the answer everyone is talking about is LEAN. We’ve all heard about it; Kaizen, 5’s programs, Six Sigma… But has it actually worked?

A study by BCG shows that only a few manufacturers are seeing genuine, sustainable improvements and that’s the dilemma. How do we make Lean sustainable?

A dramatic change in focus needs to occur. We need to stop focusing on the techniques that need to be implemented and focus on our people; how do we engage them and get them on our side. The philosophy of lean needs to be at the centre point of what the organisation does rather than the tools and techniques we are trying to implement.

But applying this philosophy is one thing; however, we need a greater focus on the whole organisation embracing the changes, not just a few individuals on the production line. If the employees are empowered by the changes they can make (whether it is through pay incentives or just having their voice heard) we may see a shift in sustainable lean processes.

But does it need to be sustainable? Surely we implement Lean principles on projects within the organisation, and isn’t the idea of a project that it ends relatively quickly…

What are your thoughts??

Author: Bryony Wreathall

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