Firms will also start to question whether you can adapt to other groups and cultures. This is not exclusive to any one group or culture, but I'd definitely avoid it if possible. It might feel like there is safety in numbers, but at a recruiting event it just doesn't make sense to go out of your way to make yourself blend in; try to move around and stand next to different people throughout the event. You're less likely to blend in, and you'll get to know some new fellow students. I'd also advise against being a loner. Firms are watching; I don't mean that they're actively taking notes on you or anything like that, but over the course of many events, they will start to notice whether you get along with your fellow students.
This is really important for them because they want to find out if you'll be able to adapt to a new situation and work well with others. If they start to notice that you spend a lot of your time at events off in the corner by yourself, that's not going to work out in your favor. You definitely shouldn't spend all of your efforts monopolizing the time of firm representatives at events, but move around and spend time talking with fellow students, 2Y reps that might be around, and so forth.
This will be viewed favorably by the firms, and you'll also build a network with your fellow students that will help you throughout recruiting. Something else I would recommend is to put effort into your learning team, study group, whatever it's called early on. At other schools you must set up your own study group. I would highly advise putting a lot of effort into gaining the trust and support of your learning team early on, because you will need their help later. This could mean spending extra time putting together spreadsheets that the team can use, or doing extra preparation so you can lead team discussions.
As recruiting picks up and you start having events nights a week, you'll be glad you have them to lean on. OK, so I guess that's it for Part 1.
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The basic advice is that it is a long process and to not be too eager early on because nothing good can come of it. I think in Part 2 we will cover dress, etiquette and manners. I'll start giving specific examples next time as well. Great post!
As someone who is looking forward to attending bschool and a little nervous about formal recruiting been an entrepreneur since college it is good to have a first hand account! Really superb information. Keep up the great work, these sorts of contributions can really help shed light on an important area that is not often discussed. Peli you acted on my suggestion Good man!! Great content.. Someone, please sticky this series GREAT content pelihu, I've been reading your posts for a while, and every one of them has been useful. You're making me want to come to Darden! On a side note, you may meet some really interesting people at these events.
For example, at one of the early on IB events, one of the recruiters I was speaking with actually was in the same training class as Lewis Ranieri Liar's Poker. I had very little interest in IB at that time so I used the time to talk about the book, separate fact from fiction and such. It was great to meet someone who experienced all that I read in that book. Point being, if you happen to have time, it can't hurt to attend an event recruiting for a function you might not be too interested in pursuing.
Would you allow us to publish your series in the Wiki? There are two options, first is to make it a community project, Code:. Squali, you are right. You'll definitely meet a lot of interesting people, and you'll definitely find that the IB community is small and seriously inbred. There were several occasions where we met someone at a firm event early in the fall; then met the same person with a different firm later in the fall.
At the very least, you'll definitely encounter former colleagues, classmates and so forth all around the street. I have an interesting story from our visit to NY a few weeks ago. I attended a private dinner with a big IB on Monday night we'll call them 'top 3' Firm A to keep it somewhat anonymous. The next evening, I attended a dinner with another 'top 3' Firm B. I sat next to a younger associate who was an alum and he casually asked me how things were going and what I did last night.
I mentioned I had dinner with Firm A. He asked who attended the dinner from Firm A and named the people that attended.
He immediately responded with, "you sat next to 'Person X' right"? He was correct of course, because he had already gotten the inside scoop on the dinner from the prior evening through the alumni grapevine.
A good and extremely important piece of advice would be to remember that word travels fast and don't burn any bridges. Also, it would be a terrible idea to go around telling a bunch of different firms that they are your top choice. If you make a jackass out of yourself at an event, other firms will hear about it - so that's why it's probably a good strategy early on to just keep a low profile. You can't win in the first few weeks, but you can definitely lose.
On the flip side, if you are consistently good with several of the top firms, word will get around about that as well. Ultimately, the firms would all like to compete for some of the same people. Tino: please go ahead and add it to the Wiki if you think it will be useful. You can just make it a community project; no need to put it under my name separately. Fittingly, a long post and worth every ounce of time reading it! Thanks, Pelihu, I am already an avid fan of this series. This was such a great post that I 'kudosed' it even before I got to the end!
Very useful since all I am focusing on is school selection - and i don't even know what concentration yet! Thanks for the detail. This is an interesting window into the recruiting process.
Great stuff! Waiting for the 4th and up to the 20th part! I have a question -after the events is it fine to email the people there to keep in touch like "i really enjoyed talking to you " etc. Print view. First unread post. Display posts from previous: All posts 1 day 7 days 2 weeks 1 month 3 months 6 months 1 year Sort by Author Post time Subject Ascending Descending. Search for:. Tuck Announcements How can I demonstrate each of Tuck's admissions criteria? Visit Tuck Open Your Tuck Application.
You are here:. The new approach considered goals, strategies, policies, organization, facilities, procedures, and personnel. In the late s, a number of other consulting firms emerged with focused strategies and novel frameworks.
watch The experience curve proposed that declines in most industries were directly correlated to cost as a function of cumulative experience. These frameworks are still used today by consultants in order to understand business problems and opportunities. They are also used in case interviews, business analysis questions commonly given to prospective consultants.
More about cases later. For example, some clients now possess in-house strategy groups and have clear ideas of what their business means and the direction in which to head. This increased sophistication means a number of new developments in the industry, which in turn will impact your decision to enter the industry. Specialization Until recently, the conventional wisdom at firms like McKinsey was to develop generalists who applied their learning across industries and geographies.
That strategy is evolving. Clients increasingly demand that consultants come in with prior knowledge of their industry.
While most of the larger firms still hire generalists, they now ask consultants to specialize earlier in their careers, often only two or three years after starting at the company. They sometimes also hire industry experts who might follow different and possibly accelerated career tracks than typical consultants.
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Outside of the large consulting firms, more boutique consultancies are springing up. These boutiques have as few as two or three employees and as many as or so and offer highly specialized expertise, for example consulting to the telecom industries, or providing expertise in marketing. Some of these firms are created by laid-off consultants or by those disaffected by recent mergers. Implementation Many clients no longer want to pay for mere strategic musing.
Hence, many strategic consulting firms now stay on to ensure implementation of their recommendations.
That is, clients want the strategic recommendation to contain an implementation plan — a roadmap to put the strategy into play — and they often want the consultants to be available for the implementation, at the very least by phone and more often on a part-time basis on the client site. Of course, differences prevail.