What is the difference between accenture and mckinsey

So on one hand there is the job satisfaction that you get with working in one of the top organizations in the world. On the other hand, there is your work-life balance which you might just find slightly going through a bumpy ride. This does not mean that work pressure at Accenture is low. Advising on Technical Issues McKinsey primarily being a consulting firm, there is a dearth of technical knowledge, like most other players in the consulting field.

There is nothing new with this, because their expertise lies in consulting, and not technology. McKinsey often ties up on periodic basis with technology firms to perform strategic analysis to implement their strategies based on the requirements of the business.

Whereas in Accenture, there is lots of technical expertise around you to help you analyze your strategies and deliver them based on the requirements of the client. This sometimes comes pretty handy because you know the people who you are working with and the team does not change very often. Having a connection with the people who understand and know you helps in the strategy implementation process overall. Impact of your educational institution McKinsey has specific policies into place when it comes to allocating consultants to serve their clients.

So you can see you have preference on your home location when serving your grade A home companies. Digital transformation simply cannot be handed off to consultants. So what if companies disrupted their technology acquisition and deployment model? What if they developed a team of in-house consultants to help them identify, model and solve their technology problems? What if these teams functioned much the same way that McKinsey, Accenture and Cap Gemini teams function?

But what if they also provided a level of candor that external consultants — for fear of losing the engagement — can never provide? These teams could be comprised of employees that rotate in and out of the consulting group, which could be seen — and rewarded — as a prestigious assignment.

There are lots of ways to formally structure and organize this team and lots of ways to recruit, grow and reward internal consultants. But the takeaway is clear: rethink the role external consultants play at your company especially when it comes to digital transformation, and then consider how an internal team might accelerate success.

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It was the first consultancy to use the term "management consultant" and calls itself "the oldest continually existing strategy consultancy in the world. It can be tough! Kearney in The firm's focus is on community and collegiality, qualities that its founder was said to have in buckets. The late 80s and the 90s were AT Kearney's "golden years". The company began to lose in revenues after its acquisition by EDS in The firm was bought back by its partners in In , AT Kearney saw its 2nd consecutive year of double-digit growth.

Official A. Kearney website. Kearney Glassdoor page. Kearney case interview free guide by IGotAnOffer. Roland Berger was the manager of his own laundry business before going to work for BCG in its Milan offices.

The 29 year old Berger founded his consulting firm in Munich in The company is currently the leading German-based global consulting firm. The company has succeeded over the years largely thanks to the young Roland Berger's talent for marketing and strategy.

The company's profits continued to spike throughout the 70s and 80s. This happened in part thanks to the firm's international engagements, which it focused on from the start. In the s, Roland Berger opened offices in Eastern European capitals, then in Moscow, and finally in China as early as It has continued to expand since, and now holds 49 offices all over the world.

Official Roland Berger website. Roland Berger Glassdoor page. Monitor Group was founded in by six Harvard alumni, including business guru Michael Porter.

It is known for being prestigious and academic. Porter revolutionised business strategy by focusing on the structure of the market and how to make market barriers profitable. He wrote that "the essence of strategy is coping with competition. After the economic crash of , strategy consulting was not as popular anymore amongst clients and Monitor neglected to shift its work toward more operational consulting.

Additionally, a more customer-based approach was necessary for the age of Internet and globalization. Partly because of these issues, the firm filed for bankruptcy in It was then bought up by Deloitte.

This part of the firm mainly grew through acquisitions of smaller consulting firms over the past few decades. Official Monitor website.