Professional Documents
Culture Documents
Guide To Top 50 Consulting Firms (2006)
Guide To Top 50 Consulting Firms (2006)
(ZIP). This is a step-by-step system that begins with making sure youre looking for
the right type of work and ends with managing the job that youve finally landed.
Right Management clients are also able to use Right-from-Home
SM
, a web-based tool
that provides resume advice, training, job leads and self-assessment tools.
For firms hanging on to their current employees, Right Management has an
organizational wing that advises management. AFebruary 2006 survey conducted by
Right found that two-thirds of employees do not understand their employers
business strategies and are not fully engaged in their jobs. In a follow-up
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Management-Issues article that same month, Right consultant Endre Lima-Lovas
said, Managements effective communication of the vision of the business to all
employees, and how it can be lived in their daily jobs, is one of the biggest
differentiators between engaged and disengaged work forces. Right Management
consultants tackle the issue of disengagement in different ways. Assessing
leadership skills among managers is a big part of their program: 360 Degree
Feedback is a system of surveys developed by the company in order for people-
managers to get a better sense of how theyre performing and how theyre being
perceived by bosses, peers and subordinates. Right also offers executive coaching
programs and consults on suitable employee rewards, the foremost aim being to
retain and encourage top talent.
Manpower
No discussion of Right Management can ignore the presence of its parent firm,
Manpower Inc. In January 2004, Right Management had to take a dose of its own
medicine when the multibillion dollar behemoth Manpower purchased the consulting
firm for $488 million. Manpower is a staffing and employment services company
with over 4,400 offices worldwide and a client list that exceeds 400,000 names. The
takeover wasnt exactly a smooth sailformer Right CEO Rich Pinola and partners
made a last ditch effort to buy out the firm themselves, but were unable to do so.
Manpower had its own consulting wing and after negotiation, it was successfully
merged into Right Management.
The Right Management deal was part of an epic sally as Manpower added 700 offices
to its worldwide roster since 2000, acquiring staffing and outsourcing companies
across the globe. Manpowers revenue has been increasing steadily throughout this
expansion, from $10 billion in 2001 to $16 billion in 2005. Manpower is now the
second-largest employment company in the world, and was named by Fortune
magazine as Americas most admired staffing company in 2005, the fourth year in a
row Manpower has won the award. Analysts have remained bullish on Manpower,
although a January 2006 Motley Fool article warned that the companys revenue may
not continue to grow at such a torrid pace. Its possible that Manpower was thinking
the same thing and, in a move to streamline its operations, the firm began an intense
rebranding campaign in February 2006. Of the 200 or so companies Manpower has
acquired or spawned through its rapid expansion, the firm has decided to whittle the
list of brand names it promotes to just five. Right Management is the fifth name on
that list.
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Right Management
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A confident you
Right Management is perhaps best known among business analysts for its twice-
yearly report, the Career Confidence Index. The latest edition identified employees
in Norway, Japan and Denmark as feeling the most secure in their jobs these days.
Americans were more fearful, with 20 percent saying they may lose their jobs in the
coming year. Right conducts numerous other surveys and reports, all similarly
looking to uncover new tidbits about life in the job world. In April 2005, the firm
printed an interesting factoid: 56 percent of displaced employees want to switch to a
new line of work, but only 4 percent actually land new jobs in completely different
careers.
For further reading on Rights worldview, you dont have to go further than your
local bookstore. Right staffers publish regularly, with titles such as, The Unofficial
Guide to Landing a Job, published in 2005, and Networking for Job Search and
Career Success, published in 2004, both written by Michelle Tullier. Right
consultant Karen Steadman, PhD, has contributed research and case studies to Best
Practices in Leadership Development and Organization Change by Lou Carter,
David Ulrich and Marshall Goldsmith, in 2004, and The Transparency Edge: How
Credibility Can Make or Break You in Business, written in 2003 by Barbara and
Elizabeth Pagano and Stephen Lundin.
GETTING HIRED
Making it difficult
For a firm specializing in careers, its odd that Right Management does not have an
easily navigable and thorough system of advertising its own job opportunities. Right
is remarkably tight-lipped about how prospective applicants can make their way into
its ranks. If you want in, follow this insiders advice: We teach our candidates that
the best way to find a job is through networking. This is how I landed a job with
Right Management and all the associates I have interacted with or hired since 2000
have been through networking. So break out your address book and work your
connections, or send an e-mail to Right corporate headquarters at
contactus@right.com and attach your resume.
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OUR SURVEY SAYS
Peaks and valleys
Right Management consultants are in a unique position: When clients are doing
poorly and letting workers go, Rights business picks up. The firms services are on-
demand, sources tell us, as its not too often that companies plan on reducing their
staff months ahead of time. Heres how one consultant explains it: Because we
respond to industry needs, our business definitely has its peaks and valleys. When
most companies are reducing their workforces, our industry ramps up. Most of our
workforce is on an associate/consultant basis. Although we are paid on W2s, we
work on an as-needed basis. We have home offices we report to, however, we could
be working in the office one day, on a company site the next, and then traveling an
hour or two away the next day. Associates can have steady work, five days a week
for two months and then work two or three days over the next two months. The
source sums it up, saying, We are reactive and therefore the amount of work cannot
be predicted. These ups and downs translate into varying schedules. But one insider
is able to give a general overview and states that most of the hours are 8 a.m. to 5
p.m. There are times when associates work half-day schedules. On occasion, an
employer will ask for weekend delivery services or odd hours because of
manufacturing shifts.
Women and Manpower
According to Right Management staffers, females have a large presence at the firm.
A consultant remarks, The career transition field attracts a mostly female
workforce. And when mentioning the elephant in the roomthe acquisition of
Right Management by Manpowerthe reaction from Right staffers seems to be a
neutral one. One employee says, We are slowly integrating the two companies,
although we will maintain our own identity, while another claims, Now owned by
Manpower, [Right Management] is becoming the McDonalds of the career
management field.
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Right Management
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The Segal Company
One Park Avenue
New York, NY 10016
Phone: (212) 251-5000
Fax: (212) 251-5490
www.segalco.com
www.segaladvisors.com
www.segalsibson.com
www.segalmgc.com
LOCATIONS
New York, NY (HQ)
Offices throughout the US and
Canada
PRACTICE AREAS
Human Capital Consulting
Investment Consulting
Retirement, Health, Compliance &
Communications Consulting
THE STATS
Employer Type: Private Company
President & CEO: Joseph A. LoCicero
2006 Employees: 900+
2005 Employees: 900+
2005 Revenue: $178.3 million
2004 Revenue: $173.4 million
UPPERS
Team-focused
DOWNERS
Smaller than some of its
competitors
EMPLOYMENT CONTACT
www.segalco.com/careers/index.html
THE SCOOP
Pioneer pensioners
In 1939, when Martin E. Segal founded The Segal Company, employers were looking
for ways to entice workers to join or stay with a company. One of those ways was to
offer employees health insurance, which became increasingly important as the
country went to war and private industry experienced a labor shortage. Since getting
into the benefits game, The Segal Company has conceived, designed and introduced
many innovations that are now widely accepted, from the first supplemental benefits
programs to the first PPOsnetworks of preferred health care providers.
Employee to employer relations have always been at the core of Segals practice and,
luckily for the firm, its an issue that concerns many clients, and is not limited to the
private sector: corporations, nonprofits, local and state governments, and major
universities have called upon Segals services. Today, the employee-owned, New
York-based Segal has thousands of clients under advisement and plays a role in the
benefit plans of more than 8 million employees across the United States and Canada.
Growing divisions
Segal has adhered to its focus on human resources and benefit plans since its
inception, but competing in a niche market has not turned it into a boutique firm.
Rather, Segals consulting services have multiplied along with the complexity of the
issues; the company has created subsidiaries and divisions to tackle the increasing
variety of problems faced by employers. Segal Company is still a benefits consulting
firm that advises on the whole range of retirement and health benefits, and offers
advice on compensation, communications, paid time off and more.
In 1969, the company formed a subsidiary, Segal Advisors Inc.the investment
consulting affiliate of The Segal Company. Segal Advisors is registered with the
SEC as an investment adviser under the Investment Advisors Act of 1940, and offers
independent investment consulting services. Segal Advisors is one of the largest
investment consultants to retirement plan sponsors, boasting more than 220 clients
and nearly $70 billion in total assets under supervision. In 2004, it was ranked
among the top investment consulting firms by Nelson Informations 2004 Annual
Report of Pension Fund Consultants.
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The Segal Company
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Enhancement augmentation
Fast forward to 2001, when Segal purchased Marjorie Gross & Company, a
consultancy that specializes in communications between employers and employees.
Rebranded as Segal/MGC Communications in January 2006, this group is the
national benefits, human resources and organizational communications practice of
The Segal Company. MGC eases the implementation of new benefit plans and looks
for ways to improve employee knowledge about 401(k)s, training programs and other
human resources-related issues. The companys self-stated goal is to come up with
creative solutions for firms that want to enhance employee perception,
understanding and appreciation. In May 2006, Segal/MGC Communications
received two honors from the 2006 Communicator Awards: the Award of Excellence
for its work with the Pennsylvania Public School Employees Retirement System
Health Options Program, and the Award of Distinction for its work on Time Warners
2006 Benefit Planner.
The final piece of Segal is Sibson Consultingoriginally founded in the 1960s as a
compensation consultancy. Sibson was bought by Segal from then-owner Nextera
Enterprises in January of 2002 for $16 million. Segal folded some of its own
resources into the company and today Sibson specializes in human capital consulting,
attempting to improve the performance, efficiency and motivation of its clients
employees. The group has three key practices: employee effectiveness and rewards,
leadership performance and rewards, and sales and marketing.
Publishing perspectives
Health care is a volatile industry, pensions are a hot-topic among workers and
legislators alike, and new human resource issues with disgruntled employees are
always popping up. Segal tries to keep up with this ever-changing environment by
accumulating research. Much of this knowledge-base is available to the public and
is distributed in many formsSegal is a prolific publisher. Capital Checkup is a
periodically released Segal brief that identifies key health care and pension
legislation from Washington, D.C. In addition, frequent compliance alerts are posted
by the company and highlight changes in benefit plans to which firms must adhere.
Segal also sponsors an electronic newsletter, Spotlight, which considers the
implications of new trends and innovations. The February 2006 issue concerned
President Bushs proposal for tax breaks on individual medical spending; and a
January 2006 article was headlined, National Health Spending Is Slowing: Are
Employers Out of the Woods Yet? Segal also publishes Perspectives, an electronic
magazine that covers both benefits and human capital issues. If thats not enough,
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there are plenty of surveys, presentations and speeches further rounding out Segals
intellectual capital.
Chain of command
In January 2006, Segal announced its long-planned succession for top management.
President and CEO Howard Fluhr became chairman, and Robert Krinsky, who had
been chairman became chairman emeritus. Joseph LoCicero, a Segal outsider and
former longtime CEO of Buck Consultants, was named the new president and CEO.
GETTING HIRED
Stepping up to Segal
If youre a persuasive communicator, a proactive information gatherer and a team
player, The Segal Company may be the place for you. At least thats what the firm
says in an outline of characteristics it looks for in potential staffers, available on its
web site. Segal adds that consultants at the small company are known for loyalty
many Segalites are boomerang employees, having returned to the firm after stints
elsewhere.
Also on the site, Segal hopefuls can find job listings, organized by level of
experience, type of position and location. If a job strikes your interest, you can e-
mail the firm directly with a resume and cover letter. Openings at Sibson get their
own category on the sitethe firm describes openings for associates, who should
come armed with at least a BAin a quantitative or research field such as economics,
finance, mathematics, psychology, computer science or engineering, along with up to
three years of relevant business experience. An insider at Segal describes three
rounds of interviews, covering very basic analytical and situational questions.
Students seeking internships are invited to send their resume, along with a letter of
interest stating their preferred location and the type of experience theyre looking for,
to intresumes@segalco.com.
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The Segal Company
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Simon Kucher & Partners
One Canal Park
Cambridge, MA 02141
Phone: (617) 231-4500
Fax: (617) 576-2751
www.simon-kucher.com
LOCATIONS
Boston, MA (US HQ)
Bonn (World HQ)
San Francisco, CA
Frankfurt
London
Milan
Munich
Paris
Tokyo
Warsaw
Zurich
PRACTICE AREAS
Marketing & Sales Optimization
Marketing Strategy
Price Management
Setting Prices
THE STATS
Employer Type: Private Company
Chairman & CEO: Hermann Simon, PhD
2006 Employees: 300
2005 Employees: 261
2006 Revenue: $76 million
2005 Revenue: $66 million
UPPERS
Great opportunities for advancement
and rotation to other international
offices
Entrepreneurial environment
We establish and maintain close
relationships with our clients without
having to be on-site all the time
International flavor of the office and
the work
DOWNERS
Conflict between undergrads/grads
in terms of salaries, promotions
Small firm that is growing; always
looking for extra hands
We end up being heavily involved in
market research
Breadth of work is not as wide as
other firms
EMPLOYMENT CONTACT
Attn: Recruiting Team
One Canal Park
Cambridge, MA 02141
E-mail: recruit-usa@simon-kucher.com THE BUZZ
WHAT CONSULTANTS AT OTHER FIRMS ARE SAYING
Good in marketing
Pricing specialists
Number crunchers
Dont pay well
THE SCOOP
Putting a price on products
Pricing, strategy and marketingthose are the distinctive pillars of Simon Kucher &
Partners, a German-born consultancy with 11 offices in eight countries worldwide.
In fact, Simon Kucher (or SKP, for short) insists that its not a general management
consulting company. Rather, SKP says, it covers the whole consulting value chain
through its pricing, strategy and marketing-oriented approach. In addition to
developing business and marketing strategies for clients, SKP consultants also help
implement and monitor these strategies. With a reputation as a leading pricing
advisor, SKP can afford to be choosyin fact, the firm says it declines projects for
which it doesnt have the necessary competencies.
In 1985, Professor Hermann Simon and two of his former PhD students set up shop
as a consultancy with a quantitative edge. The firms empirical approach fit a niche
among the firms international clientele. SKPs client roster includes more than 80
of the Global Fortune 500, boasting names such as Johnson & Johnson, Microsoft,
Goldman Sachs, DuPont and Coca-Cola, to name a few. The company has
experience in an array of industries, including health care, consumer products,
software, financial services, telecom, industrial, automotive, chemicals, energy,
logistics, media and services. While SKP doesnt advertise its engagements, past
projects have included helping to set pricing for the Mercedes Benz A Class,
preparing electricity suppliers for market liberalization and pricing many of the
worlds top-10 pharmaceutical products.
By leaps und bounds
SKP has lofty ambitions for growththe firm says its goal is to continue its pace of
the last 10 years and grow at 20 percent per year. SKP has adopted a four-pronged
strategy in pursuit of this growth: increasing the depth of existing client relationships;
drawing new clients; expanding into new industries; and opening new offices around
the world in both emerging and developing markets. Though the private company
doesnt release earnings, its head count certainly attests to an ambitious, steady
expansionSKP had just three staffers in 1985, 134 in 2000 and more than 260
employees in 2005.
The firm also plans international expansion, with offices set to open in Madrid and
Shanghai in the near future. Other SKP offices are located in Bonn, Boston,
Frankfurt, London, Munich, Paris, Milan, San Francisco, Tokyo, Warsaw and Zurich.
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SKP operates a two-phase strategy to global expansion, opening offices in highly
industrialized countries, as well as emerging markets, as the firm gains market share.
SKP is proud of its staffers linguistic diversity; though English is its official
corporate language, SKP associates are a diverse, international bunch representing
numerous different languages. In fact, SKP says, It is not uncommon for American,
Japanese, British, French and German consultants to work together in one office.
Simon says
The firm is led by Co-Founder Hermann Simon, PhD, who has served as CEO since
giving up his chair of marketing at Johannes Gutenberg University in Mainz,
Germany. A marketing guru with visiting assignments at Harvard, MIT, Stanford,
Keio-University (Tokyo), INSEAD (Paris) and London Business School under his
belt, Simon also serves as a board member of several corporations and charitable
foundations. If that wasnt enough, Simons books, including Hidden Champions:
Lessons from 500 of the Worlds Best Unknown Companies and Power Pricing: How
Managing Price Transforms the Bottom Line, have been published in 15 languages.
Profit matters
Simons latest book, Manage for Profit, Not for Market Share, published in May
2006, advises managers on how to strike a better balance between profit increases
and the pursuit of high market share. Along with co-authors Frank F. Bilstein and
Frank Luby, Simon warns of the dual cultural pitfalls of acquiescence and aggression.
The authors use their case experience to define strategies managers can use to
differentiate mature products, raise prices effectively, time promotional activities
properly and improve understanding of consumer preferences.
The book reflects SKPs philosophy that price is the primary profit determinant in
the short term. The firm argues, Due to a lack of systematic and disciplined
analysis, pricing is also the area where profits are most often left on the table. The
firms approach to pricing involves internal data analysis, benchmarking, expert
judgment, primary research and more, to offer both recommendations and
contingency plans to be implemented if market conditions shift.
Diversity, development, freedom
When it comes to its own employees, however, SKP knows that retention is about
more than just salary and perks. To keep consultants happy, the firm has adopted what
it calls a you first approach. Whats most important in employee retention, SKP
says, are things like diversity of projects, opportunities for personal development, a
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quality continuing education program and individual freedom. Each consultant
participates in a review process twice a year, covering personal goals, project work
and contribution to company development. SKP notes that while its expectations for
consultants are ambitious, they are not unrealizable, and are customized to fit each
persons potential and interests. These high expectations mean rapid progress for
those who succeedmore experienced consultants can make it to partner relatively
quickly, the firm says.
Steps to training
SKP consultants are expected to take on lots of responsibility early on. All new
employees participate in the firms STEPS (Strategic Training for Employee
Professional Success) training course, where they work on simulated consulting
projects in small groups and attend short lectures about the firms divisions and
internal processes. All employees are regularly invited to lectures by internal and
external speakers, and internal knowledge is shared through regular informal
presentations and a corporate intranet.
Busting out the beer
While all of this sounds like a lot of corporate hand-holding, a key element of the
you first approach is SKPs commitment to freedom. The firm claims that strict
rules and regulations suppress the creativity and out-of-the-box thinking that
consulting requires, and instead encourages flexibility through its small,
decentralized divisions. SKP consultants also enjoy unwinding together at events
such as Beerbusts, described as a monthly informal gathering where employees
meet for a beer in the foyer (see, working for a German firm has its advantages!).
The firm adds that it also holds team dinners and summer outings to various retreats
to enhance firm unity.
GETTING HIRED
Knack for numbers
Do you have a knack for structured analytical work? this is the question SKP asks
right off the bat to prospective consultants. The firms hiring process is pretty
standard for the industry, but its true that the firm is on the prowl for good test-takers
with superior quantitative skills. There is a 15-minute math test, and if you want to
study up, insiders report that it is similar to the GMAT. The firm conducts on-campus
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recruiting for undergrads and graduate students from top universitiesHarvard,
Yale, Brown, MIT, Amherst, Williams, Cornell and Stanford, as well as business
programs like Fuqua, Wharton and Sloan. The firm adds that it also makes an effort
to cast a wider national net for applicants from top-50 schools.
New hires report that there is a phone interview (sometimes two) with a case study
and basic resume questions. This is followed up with a whole day of interviewing,
split between personality fit type sessions, as well as case studies. The scoop is
that the day is stressful, but not too bad. Interviews will be conducted by all levels
of staffers, from partners on down. Heres an example of a recent case study to give
you some idea of what youre in for: You have a new drug for disease X. Recently,
this drug received a new indication for disease Y. How would you compete with
existing competitors in the market for disease Yhead-to-head competition or going
for overall market share? In formulating your answers, keep in mind that Simon
Kuchers forte is pricing.
OUR SURVEY SAYS
Family and friends
The people, the people, the people. SKP employees report being surrounded by a sea
of friends disguised as co-workers. Its no surprise then that the word family
comes up often when SKPers describe their firms culture. One staffer describes his
colleagues as tons of fun and super intelligent, while another says that employees
are honest, forthright and well-intentioned. [Theyre] willing to say good job and
Im sorry, lets put it behind us. The warm culture carries over to the lunchroom,
too: A consultant says, Many of us (consultants and partners alike) crowd a
conference room to eat lunch together every day, while another affirms that
statement and adds, We also hang out often on weekends. So, SKPers are a tight
bunch, hanging out on and off the job, enjoying both the work and a little food-based
camaraderie. Looking for the catch? Heres one complaint from a vet: The worst
thing I can say is that we have so many office functions that I find myself eating too
much good food and drinking too much beer.
Fahrvergngen!
Staffers also frequently comment on the German roots of SKP, and its effect on firm
culture. American consultants report that the German influence is felt statesideso
maybe brush up on a little colloquial German if you want to impress the home-basers.
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One source says that the firms European roots are reflected in the candor of its
management and a tough love-type management style. A colleague praises the
effect of the companys nationality by way of the office dynamic, saying SKPs
culture scores an 11 out of 10. The German roots of the company have an effect on
the culture of the company. And another bemused consultant tells us that one of the
biggest perks at SKP is humorous Germans (who are on exchange to our office for
a few months).
Points for transparency
Atransparent set of in-office policies and a lack of power-tripping bosses gather most
of the credit for maintaining this open and friendly culture. Avoluble rookie explains
it this way, I truly feel that both SKP as a firm and the people of SKP really value
and care about the employees. People genuinely want to get to know you, teach you
and help you perform. The transparent corporate culture eliminates uncertainties and
mistrust, and also encourages employees to express their opinions about what needs
to be changed. I can walk into the managing director or any partners office to ask
them just about anything. Another newbie says, There is a really nice small
company feel to the Boston office. There are very few of the unwritten rules that
stifle some other workplaces. And partners are very flexible and committed to the
younger associates. Young SKPers are thrilled with this setup and seem empowered
by this nurturing and open atmosphere.
Across the board, marks are high for a system where hierarchy does not mean being
lorded over. One consultant says, SKP has a very collegial atmosphere. Influence
over decision-making during engagements is almost entirely a function of a
consultants ability to justify his point. People do not pull rank hereit would be
frowned upon. And a co-worker more than satisfied with the amount of
responsibility allotted to new consultants explains that supervisors are great in
keeping junior-level consultants involvedwe do not just do photocopying or phone
calling.
Consensused to death
Groupthink has its detractors and if all this warmth, openness and German
democracy is making you wary, you may want to heed this one warning from an SKP
top-dog. He says, Because we are a small, close-knit group of very smart people,
we sometimes spend too much time making sure everyone has their say in meetings
when consensus was reached within the first five minutes. We are tolerant of the
importance of everyone putting in their two cents, even when weve gone beyond
gathering differences of opinion, have already reached an action plan and could be
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moving on to other things. However, even this source moderates his criticism and
firmly places his complaint in the bin of minor gripes, and adds, If this is the most
serious problem about this firm, then I am not quite sure why it needs to be
mentioned.
Life is good
SKPers unanimously agree that life is sweet. And whos to argue, with many
employees averaging less than 50 hours a week? The incentive for a strong work/life
balance repeatedly comes from up on high. Says one consultant, The partners of the
Boston office have a strong commitment to work/life balance as a distinctive attribute
of our culture. It has its own item in the evaluation system. I work from 9 a.m. to 6:30
p.m. most days so I can go home and spend time with my wife and son. Of course
there are times when you have to work longer hours. But looking at my hours for the
last six months, on average I billed nine hours per day but the median was eight. A
co-worker corroborates, stating, Our firm has the best work/life balance of any firm
I know. All of my friends burned out working 80-plus hours per week, whereas most
consultants here work 45 to 50 hours a week. They make a great effort to grant
vacation time and are flexible with scheduling around family commitments. Again,
a big reason for this is managementmany employees report that engagements are
run very effectively. One junior worker reports that if staffers are logging long hours,
it is read as a sign that a manger has not adequately planned out a projects
timeline. If youre skeptical that such level-headedness exists in the consulting biz
and fear working until the wee hours of the night, here is one last insiders opinion
to allay your skepticism: My firm is the only one I have ever heard of where project
managers or partners will come up to associates and say, Go home.
Homebodies
If Magellan was your childhood hero and your favorite read is an airline magazine,
you will not be happy working for SKP. Travel is minimal, and employees are
pleased as punch to leave their suitcases in the closet for extended periods of time.
According to one insider, We do very little work on-site. For the most part, travel
just includes a kickoff meeting, an interim presentation and a final presentation.
During a six-week project, thats one to two days every two weeks, but during a
three-month project, its only one to two days away every month. A fellow
consultant says that time away from home is just enough to be novel and fun, but
not enough to be tiring. And for those based in America, several Bostonites confirm
that many business trips can be made without packing a toothbrush. A source says,
Most of my trips are day trips, depending on the client, so often I can come home
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the same day and sleep in my own bed, which is important to me. But be advised
that requirements may be different for staffers based in Europeone economics
expert tells us there is a minimal amount of travel in the Boston office, which
contrasts sharply with some of the travel requirements in other offices.
A room of ones own (hopefully)
Consequently, SKPers spend a lot of time back at home base, so its fortunate that
their offices get above-average marks. The Cambridge location gets points for being
easily accessible to public transportation. But as one consultant groans, It is
accessible to transit, however the building is not in the most exciting area of the city.
Despite this, staffers are thrilled to not be stuck in cubicle landmost SKP
employees have their own offices. A second-year staffer gives his take on the
architecture and explains, Its a nice space [with] lots of windows. Until a recent
space crunch, everyone but the most inexperienced hires (less than one year out of
college) had their own offices. I expect that the space crunch will soon be resolved,
as we are looking to expand office space. Once this new space comes on line, the
practice of giving most people their own offices should resume.
When youre ready
Simon Kucher does not enforce an up-or-out policy; in fact, a partner at the firm
simply states, We regard an up-or-out policy as silly and wasteful. There may be
a specific reason behind his succinct appraisal, according to one senior manager who
says, We are growing so much that we dont need the up-or-out and promotions are
frequent. Anew hire agrees: As the firm is growing, I believe there is more room
for promotion than at other firms. Also, as it is based on performance, there is
opportunity to be promoted as early as six months if you are a strong performer.
Lastly, SKP is not into the up-or-out mantra, they value in-house training and SKP-
specific experience, and would rather you stay if you are performing well.
The consensus is that promotions can happen very quicklyand this means all the
way to the top. One source reports, If you are an outperformer you can make your
way to partnership within five to six years. Employees are also pleased with the
limited amount of hoop-jumping involved in the process; a transparent set of
guidelines is set by the company to determine who should be bumped up the ladder.
Says one consultant, There is limited bureaucracy and hierarchy. If you perform,
you are given responsibilities and advanced to the next level.
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Simon Kucher & Partners
2006 Vault Inc. 846
Sometimes less is more
There are some grumblings about salary at Simon Kucher, which is reportedly lower
compensation than typical consulting firms, but sources are quick to point out that
their quality of life more than makes up for any lack of pay. Ajunior employee tells
us, Compensation is not stellar, but on an hourly basis, it blows away other
consulting firms. Another says that what we lack in compensation we make up for
in the hours we work. Bonuses are also acknowledged to be on the small side.
According to one consultant, Compensation is relatively low compared to other
firms, and the bonus amounts are much, much lower. Theres nothing sneaky about
this low-balling though; SKP is very up-front with its bonus situation and even
publishes the specific amounts on its web site.
Hands on only (mostly)
Formal training is not emphasized at SKP. This doesnt generate many complaints
from staffers, thoughfrom top to bottom the majority of SKPers seem to believe
firmly that the best education comes from being on the job. There are two formalized
programs, and they take place at regular intervals, so new hires are sometimes on
their own for a bit. In the words of one rookie, training is mostly unofficial. On my
first day, I was pretty much thrown into assignments, but its actually a good way to
learn. We do have a formal training program called STEPS held in the Bonn office,
but thats only held several times a year, so some people (like me) have to work for
a few months before attending. In addition, the firm notes, all U.S. hires go through
a week-long training program in Boston in September. Another first-year employee
says that informal, on-the-job training is instrumental and it is the consultants
responsibility to ask questions and seek help when needed.
With comments from senior managers like, Im not sure how effective formal
training is, and Most of the learning takes place on the job: You cant really
understand all the intricate methodologies without applying them in a real-life
situation, it doesnt look like the system will change any time soon. However, it
works in SKPs favor that despite this informal system, someone is still held
responsible for workers performance. Explains one higher-up, Senior-level
consultants are evaluated on their ability to train new hires and to manage them. The
environment stresses career and professional development for all.
Field trip
There is no single topic that gets Simon Kucher employees more juiced than the
annual Christmas party, which gets unanimously high marks as the perk to end all
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perks. Its a ton of fun, says one associate. Heres a description of the lavish affair:
The company holiday party, held each December at what is probably one of the
nicest hotels in Europe (the state guest house of Germany), which is perched high on
a hill and overlooks the Rhine. Absolutely spectacular. Apparently all expenses are
taken care ofand the free invite for significant others has employees dancing in
their lederhosen. One consultant exclaims, Party in Germany!!! All expenses, from
flights to hotels to party, to even cabs are covered for associates and spouses. But
this exciting excursion doesnt stop at the party itself, extending into an all-weekend
affair: According to one recent hire, SKP associates are treated to a fun weekend
with walking tours, nice dinners, which is then followed up by the holiday party at
the state guest house that lasts till 6 a.m. the next morning. Insiders are also
pleased with other offerings, including a company car, free parking in the garage, free
sodas, the annual World Meeting and the open opportunity to transfer to offices
all over the world for three months to three years.
Women and glass ceilings
There are very few women in top management, bluntly states one SKP female.
Indeed, Simon Kucher does not seem to have a great track record in hiring and/or
promoting women to high-level positions. But there are two important things to note.
First, management is very aware of the situation. One senior partner states, In one
sense, personnel decisions are truly gender-blind. In another, all the partners are
keenly aware that it is imperative we develop and retain more women for senior
ranks. Second, if youre looking to work in the Boston office, things are already
looking better. Aconsultant with the inside scoop says, Today in Boston, two of the
three directors are women and more than 50 percent of hires over the past year have
been women. A co-worker also gives that office some props, saying, The Boston
office is light-years ahead of the European offices in terms of womens hiring,
promotion and flexibility with family.
Model U.N.
This difference in U.S. hiring tendencies was noted by many SKPersand many
pointed out that the Boston office also had greater ethnic diversity than other
locations. One consultant pointedly remarks, The U.S. office is way ahead of the
rest of the firm, which is still in the Stone Age in terms of diversity. Another notes
that the Boston office has recent immigrants from Puerto Rico, India, Chile,
Bulgaria, Spain and Germany, while another muses, I think Caucasians may
actually be a minority now in the U.S. office.
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2006 Vault Inc. 848
GLBT applicants will be happy to hear that SKP consultants agree that their firm is
tolerant to those of different sexual orientations. The firm may not have a rainbow
flag outside its door, but an insider says, We have several consultants who are gay,
lesbian or bisexual. And heres a perk: SKP in Boston now provides benefits to
same-sex married couples, now that same-sex marriage is legal in Massachusetts.
Supportive initiatives
SKP is officially devoted to supporting community service efforts, and proves it by
setting aside two days per year to various projects. As one partner explains, We
sponsor two days a year where employees provide a full day of community service.
The event is chosen by employees. Aconsultant reports, We volunteer as an office
with People Making a Difference in the Boston area, which involves us taking a
workday to volunteer in the community. Other receptacles for SKP humanitarian
efforts are local parks, food drives, holiday collections and soup kitchens, and the
firm matched donations to Hurricane Katrina and tsunami relief efforts. The firm is
also supportive of individuals who participate in and promote charitable causes on
their own, adds a colleague. As such, individual employees seem driven to lend a
hand to local charities: One associate reports that people send out e-mails for
volunteering on the weekend and donations. Future SKP community efforts seem
promising, as one eager associate predicts that initiatives will increase as our office
grows.
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Stockamp & Associates, Inc.
6000 SW Meadows Road
Suite 300
Lake Oswego, OR 97035
Phone: (503) 303-1200
Fax: (503) 303-1224
www.stockamp.com
LOCATIONS
Lake Oswego, OR (HQ)
20 locations nationwide
PRACTICE AREAS
Patient Progression
Revenue Cycle Solution
Surgical Care Coordination
THE STATS
Employer Type: Private Company
President & CEO: Dale Stockamp
2006 Employees: 385
2005 Employees: 350
UPPERS
Interacting regularly with client
CEOs, CFOs, CMOs and COOs
New employees have a one-to-one
relationship with their supervisor
High levels of responsibility
Small firm mentality that is very
willing to experiment with new
service ideas
DOWNERS
Limitations of software and tools to
support functional advancements
Limited opportunities to move
laterally within the firm if you decide
you dont want to travel full time
Repetitiveness in job function
Poor work/life balance due to
excessive travel
EMPLOYMENT CONTACT
www.stockamp.com/index.jsp?
pageID=careers
E-mail: career_info@stockamp.com
2006 Vault Inc. 850
THE SCOOP
Hospital helper
Stockamp & Associates, a medium-sized health care consultancy sure gets around,
working with hospitals all across the nation, mainly not-for-profit health centers. Its
clients include the University of Alabama Health System, the Childrens Memorial
Hospital of Chicago, New York Presbyterian, the Albert Einstein Medical Center of
Philadelphia and Houstons Methodist Hospital. Founded in 1990, the firm does not
have much turnover in its engagements; Stockamp has worked with more than 80
clients, totaling more than 100 engagements, since its inception. But clients are
apparently satisfied with the work the consulting firm has done. Hospitals are quite
forthcoming in their praise of this Oregon-based company that puts quality over
quantity. Much of this praise is centered around improved care for patients, but
financial results are also mentioned. Heres a quote from a New York-Presbyterian
director regarding the hospitals 2006 contract with the firm: The $50 million a year
or so that we will be seeing from the Stockamp projects during the next four or five
years certainly makes a big dentthats an extra $250 million towards the capital
campaign.
Stockamp solutions
Stockamp divides its practice into three service lines. The first is the firms Revenue
Cycle solution which focuses on continuous improvement of health care clients
financial performance and patient services. The solution includes redesign and
integration of billing, collection and account resolution processes; streamlining of
referral, scheduling and reservation processes; implementation of proprietary
software tools; improvement of patient information gathering and management; and
teamwork with health care staff to ease the adoption of new processes. The firm
claims these processes can result in reductions in write-offs of up to 25 percent,
reductions in accounts receivable of 15 to 30 percent, increased cash flow of up to
$100 million over five years, and increased patient satisfaction with the billing
process.
Patient progression
Stockamps Patient Progression