Professional Documents
Culture Documents
Consulting Demystified 2007-08
Consulting Demystified 2007-08
Career Options: Consulting Demystified
Compiled by:
Ankit Misra
Shruti Dube
IIT Kanpur ‐ Class of 2008
Career Options: Consulting Demystified
Table of Contents
Acknowledgements .................................................................................................................................... 3
Preface........................................................................................................................................................... 4
1. Introduction ........................................................................................................................................... 5
1.1 Basics of Consulting..................................................................................................................... 5
1.2 Understanding Consulting: A closer look................................................................................ 7
1.3 Other career options .................................................................................................................. 10
2. Getting Hired....................................................................................................................................... 13
2.1 First Step: Know the Firm ......................................................................................................... 13
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Career Options: Consulting Demystified
Acknowledgements
We wish to express our profound gratitude to to the IITK‐McKinsey Alumni, Jatin Pant, Pranjal Jain, Mukul Tuli,
Kshitiz Kumar, Abhishek Poddar, V. Bhanu Chandra and Prateek Singhal for their untiring support at various
stages of the recruitment process like correcting our resumes, conducting case study workshops, mock interviews
and being our “buddies”. We also wish to thank everyone at the Student Placement Office (SPO), especially
Jayasree Mam, for all their efforts throughout the placement process.
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Career Options: Consulting Demystified
Preface
The end of our graduation puts us at the precarious crossroads of different career paths. Though it comes with the
advantage of having the liberty to choose from a diversity of options, the fact that it shall constitute the foundation
of our career makes the choice a poignant one. More often than not, we are guided by all the wrong reasons to take
up a particular career and end up suffering because of the erroneous decision. In an attempt to identify one’s
passions and suitability to different career paths, one should first introspect and identify his skill set and innate
propensity for a particular field, and also conjure a rough idea of the direction in which he wishes to see his career
path progressing 5 years down the line. Next one should explore in great detail the various career options available,
researching each one of them in considerable detail. It is peremptory to know details of nature of the work, a typical
day in that career, working hours, and skills required to excel in that job, the benefits and negatives of taking up
that career, the prospective career path that each field entails and remuneration. Several career guides elucidate the
same. Interaction with alumni in various stages of these varied careers is also essential as they can provide a current
perspective on the positives and downsides of the job. After having done this research, one is in a more informed
position and can thus make an intelligent career decision. Identifying a career which shall give you happiness,
satisfaction and the urge to wake up each morning excitedly for a day in work is quintessential. Factors like how
lucrative, coveted and prestigious a career is should never be guiding factors for making a choice because in the
long run they really are frivolous reasons which shall fritter away.
This career guide aims at expounding the consulting industry in general and McKinsey and Company in particular.
It enumerates different aspects of consulting as a career, information about and life at McKinsey and Co. and finally
enlists the interview experiences of several students short listed by McKinsey and Co. We hope that this guide shall
help several students understand consulting as a career option closely.
Make an informed choice, you shall thank yourself profusely for the research that you did a few years from now.
Best of luck!!
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Career Options: Consulting Demystified
1. Introduction
1.1 Basics of Consulting
1.1.1 What is Consulting?
Consulting, in a business perspective, is the industry and practice of providing advisory services to
organizations. Consultants are approached for their skill and expertise in solving a multitude of
problems which organizations may face. The engagements of consulting companies are best
understood in the light of the myriad of services they provide to their clients. Consulting services
range from strategy formulations to implementation of IT infrastructure overhaul for a company.
Some consulting firms work with clients from specific industries, some firms are technology
consulting experts, others offer management and strategy consulting and some of the bigger firms
offer advisory services to clients from varied industries on a number of different issues. Despite
these apparent differences in areas of forte, all consulting companies have a common refrain: all
consulting companies deliver an idea or an important insight formed by background research,
conscientious analysis and arduous thinking. Human capital is their most prized possession and
they thrive on the power of their people. Thus consulting firms have a stringent scrutinizing
procedure for recruiting new consultants.
1.1.2 Who hires Consultants?
Top corporations and governments seek the services of consulting firms for several compelling,
cogent reasons such as:
• Consultants possess an unbiased viewpoint on a given business problem. Since they aren’t
associated with the client firm, their outlook to any business problem is unaffected by the
company’s internal politics. They are thus capable of presenting an objective analysis to the
problem at hand.
• Consulting firms which specialize in specific areas provide industry authority to their clients.
Consultants are equipped with industry knowledge, prevalent norms and standards. Thus
clients benefit by this completeness and comprehensiveness of consultants’ knowledge.
• Consulting firms have a rich knowledge base comprising research done for previous
assignments, data on the performance and market of different industries. Thus due to this
repository of information, several clients approach consulting firms in order to know the
standing of their company in the industry.
• Clients, very often, do not have the time and resources required to address a specific issue.
Consultants are entrusted the responsibility of solving such problems which internal company
officials, already burdened with their day to day routine work, might not be able to handle
efficiently.
• Consulting firms are at times hired for political reasons as well. Getting a consultant’s nod on a
decision in a project, greatly simplifies the Herculean task of getting senior executive approval
for the decision. It also happens that though projects maybe approved, due to the bureaucratic
inertia, they are never implemented. Assigning a consulting firm the responsibility of
implementing a project implies that there is a dedicated workforce overseeing the project right
to the end of its implementation.
1.1.3 Types of Consulting Firms
Since businesses are so varied in their own stead, problems associated with each are numerous too.
Describing the entire spectrum of services which different consulting firms provide is beyond the
scope of this guide, however this section presents a brief introduction to the different categories in
which consulting firms provide their expertise.
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Career Options: Consulting Demystified
• Strategy consulting: This involves making recommendations to the clients regarding “life cycle
crossroads” in the client’s business. Consultants thus help provide a direction or orientation to
the client’s business and hence it involves close interaction with the top management in the
client’s firm. Some examples of strategy projects are deciding if a company should expand its
product line or focus on its existing products, deciding if a company should foray into a new
geographical market. The emerging trend in the industry is that client firms now require
consultants to be involved in the implementation of the suggested strategy or the
recommended change. Many consulting firms thus provide recommendations and then assist
in implementing the change.
• Operations consulting: Operations consultants examine a client’s internal workings, such as
production processes, distribution, order fulfillment, and customer service. While strategy
consultants set the firm’s goals, operations consultants ensure that clients reach these goals.
Operations consultants investigate customer service response times, cut operating or inventory
backlog costs, or look into resource allocation. They improve distribution, heighten product
quality, or restructure departments and organizations (a part of the “business process re‐
engineering” phenomenon which became popular in the 90’s)
• Information Technology Consulting: In these projects, consultants help the clients realize how
they can best leverage technology for their organization. They design custom software or
networking solutions, test for system and program compatibility, and ensure that the new
system is properly implemented. Examples are testing an investment bank’s vulnerability to
hackers, converting a commercial bank’s mainframe system into an Oracle‐based client‐server
environment, implementing a firewall for a retail chain’s customer service servers.
• Human Resources Consulting: HR consultants help the firms decide the compensation for
employees along with benefit packages, pension funding, workplace diversity and employee
development.
• Specific Services Consulting: This part of the consulting industry concerns itself with specific
tasks and expertise which the clients need. This may involve financial consulting, litigation
consulting, e‐consulting or industry‐specific consulting.
1.1.4 Consulting Skill Sets
In order to ascertain the career path one should choose, it is best to examine the skill set in demand
for that career and to match it against one’s strengths and weaknesses. A stronger match indicates a
likelihood of success if that profession is pursued. Some of the skills which should be inherently
present in all consultants are:
• Problem solving: Consultants work to combat problems all through their career. Thus it is
imperative for a potential consultant to have a passion for tackling problems, enjoying each
stage of the process such as problem identification, problem statement formulation and
problem solving. It is often said that there is a high correlation between academic curiosity and
enjoyment of consulting. It will therefore be a positive sign if one belongs to the group of those
students who liked their academics well and enjoyed attending class.
• Quantitative ability: All consultants must necessarily have an ease with numbers and need to
be comfortable with handling figures. Quick, accurate mental calculations are always required
while analyzing any problem at hand.
• Creative ability: All consultants have a lot of information once the data collection from the
clients is over. They are then required to generate relevant ideas through rigorous thinking and
careful, innovative analysis. Consulting firms rely on this keen creativity to deliver customized
solutions to the clients’ problems. Thus a lot of stress is laid on finding candidates with sharp
intellect, innovative problem structuring and analysis capabilities.
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Career Options: Consulting Demystified
• Leadership skills: Consultants are required represent the consulting firms to the clients. The
recruiters are looking to hire people possessing a certain personal impact and charm, who can
represent their firm well to the clients. Consultants are often called upon to tackle a problem
independently, shape projects with very little guidance and also supervise other team
members. Thus panache for leadership is an important quality in a consultant.
• Communication skills: Much of a consultant’s job involves close interaction with the client and
long working hours with teammates. Hence it is imperative for one to enjoy talking to people
for long hours in a day. Consulting is definitely not meant for one who is an introvert and
would prefer the solitude of his cabin to the company of friends. Such people are likely to find
a consultant’s daily interaction with so many people an enervating, onerous experience. One
isn’t required to be overtly garrulous, but he surely needs to connect well with teammates and
clients. This can be achieved either through articulate communication, humor, and hard work,
the ability to listen well or by sheer personal charm. An important evaluative question in most
consulting firms’ recruiting interview is: will the interviewer like to work with the candidate in
question in a team. It is only natural for firms to thus look for sharp individuals who are fun
and likable to work with.
• Flexibility: Working hours and travel schedules of consultants can be very demanding. It is
expected that consultants will be willing to travel frequently, work for 55‐60 hours a week.
1.2 Understanding Consulting: A closer look
The culture prevalent in a consulting firm can be closely understood under the following heads:
1.2.1 Structure of Consulting firms:
The structure of all consulting firms has a quintessential similarity, though the titles may differ, in
the roles assigned to employees at various stages of seniority:
• Business Analyst:
The business analyst positions, the entry level position for fresh graduates, are generally held
by the most capable individuals coming right out of the top undergraduate schools. This
position is held for approximately a period of 1‐3 years, before getting into a graduate school.
BAs are a part of the team involved in the collaborative process of solving a business problem.
They are assigned the work of doing research, gathering information and financial data from
clients. They analyze this information and then present it to other members of the team. They
are involved at various stages of the project giving their recommendations, analysis at each and
also presenting the findings to senior client executives.
• Associate / Senior Consultant
This position, offered generally to new MBA students, involves again information gathering
and research on various problems and also vests in them the responsibility of overseeing the
work of a few business analysts in their team. They are expected to be innovative in executing
the very broad instructions they are given outlining their tasks. They are also expected to
interact closely with the clients and make presentations to them detailing the findings of the
team.
• Senior Associate / Engagement Manager
The responsibility of daily review and supervision of work on the projects lies on the shoulders
of engagement managers. They manage their team consisting of business analysts, associates
and client team members, if present. They conduct smooth coordination among team members
and keep a track on the progress of the work.
• Principal / Associate Partner / Senior Manager
Associate partners are expected to manage several engagements at a time, setting the direction
in which the teams are supposed to work on the problem at hand, with the approval of the
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partner associated with the project. They are required to work closely with top management
executives in client firms and build long term relationships with them. These contacts and the
consulting firm’s performance in the past ensure repeatability of the clients.
• Partner / Director / Vice President
They are required to manage several engagements at a time, negotiating them with the clients
and also reviewing the solutions proposed by the teams. They are people responsible for the
success of the project. They also have to maintain close working contacts with senior client
management officials. Since they have to manage their time across a multitude of activities like
overseeing several projects, maintaining contacts with client managements and visiting
different client sites, partners are often the most hardworking consultants.
1.2.2 Career Path
The career graphs of people employed in the industry and those employed in consulting firms vary
considerably. While the timeline to rise to positions of greater responsibility in the industry jobs
may be spread over a large span of years, growth in consulting firms is much faster. Instead of
having to plod one’s way along each rung of the corporate ladder, consulting offers one the
opportunity of shortening this time frame required for scaling and progress. Consulting firms
generally harbor the “up‐or‐out” policy, wherein consultants are required to grow and add
increasing amounts of value to the firm with time in order to continue with the firm. Thus one is
required to acquire and become dexterous with certain skills in a given time frame. If one is unable
to become adept in the stipulated time, the opportunities available to him in the firm decrease
alarmingly.
The policy may seem autocratic at the outset, but it really is advantageous to both the firm and the
employee who finds himself unable to grow with time in the firm. With respect to the firm, this
policy is beneficial because it provides the opportunity for regeneration and inflow of fresh ideas
and talents in terms of the fresh recruits. Such dynamism is ever so important for consulting firms
which have human think tanks as their greatest asset. From the viewpoint of the employee, he can
excel in other fields and thus this policy presents opportunities to realize his passion elsewhere and
grow adding value to wherever he is best suited. This policy is administered with a lot of
sensitivity and is a gradual process of realization that the employee will be a better fit elsewhere.
There is an ongoing process of periodic evaluations and feedback provided to the employees so
facilitate them in judging their own performance and fit in the firm. Many firms, using their
contacts with alumni, have helpful unofficial out‐placement practices. It is almost never the case
that one who feels he is at the right firm and wishes to continue practicing consulting as his
profession, has to leave owing to the up‐or‐out policy. The attrition which occurs is either due to
the employee wishing to embark an extremely exciting opportunity in a firm elsewhere or by a
mutual consent and realization that consulting is not the right field for the employee. Leaving the
firm is always viewed as an opportunity for the employee to excel and create an indelible impact
elsewhere.
1.2.3 Trends in Consulting
The clients of consulting firms and thus the firms themselves too, constantly experience change.
The pulls and pressures from the industry and markets govern the functioning of the clients and
they are necessarily directed by ongoing industry trends. This means that at different times,
problems prevalent in the industry keep changing too. The consulting firms are thus approached
by clients for problems currently ailing them and consulting firms need to tailor their working in
order to disentangle those problems. It is believed that the consulting industry will, as it has in the
past, have a cyclical development. The early 90’s saw several large corporations making headway
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into emerging markets, major strategic internal changes in the client industries (e.g. privatization,
globalization and IT overhauls). Each of these developments implied an increasing need of
intervention of consultants to help the client industries estimate the new markets, examine the
profitability of entering those markets, and assess the requirement and advantages of making those
internal changes in the client’s firm. Thus the consulting industry witnessed enormous growth
because of the plethora of opportunities which changes in the clients’ industries posed. However,
when in 2000‐01 when client industries were hit by the slump in the economy, they were forced to
cut down any extraneous costs in the functioning of the company. For several client firms,
affording consultants was considered a luxury which could be savored only when the times were
conducive and in times of adversity, those client firms decided to dispense off with consultant help
for some time. Thus due to this global recession, projects became fewer; budgets leaner and the
competition to get those projects became very fierce. Despite this downturn, it can safely be said
that consulting will only shift in focus. Initially in the 80’s business process reengineering was the
trend which changed to focus on strategy, IT and finally to e‐businesses in the 90s. Though experts
haven’t arrived at a consensus on the next big thing which shall be at the centre stage of focus of
consulting firms, it maybe turnaround consulting sought by clients in complete economic disarray.
Also, several consulting firms are entering the implementation phase of the projects which they
undertake for their clients because the clients are no longer satisfied with the deliverance of ideas
and strategy to them. Thus consultants work closely with the client team members in order to bring
the ideas and strategy proposed to a logical conclusion through efficacious implementation.
There is an escalating amount of competition in the industry and this rivalry implies that there is an
imperative requirement to distinguish the services they can provide to the clients. No longer can
they be formulaic, deploying set frameworks and standard solutions to problems ailing a client. A
concept cannot remain the stronghold of a sole company as the idea shall eventually be known to
every other consulting firm and client because of the rapid diffusion of information and techniques.
Thus there is a constant need for innovation and a strong drive to provide clients with customized
solutions to their problems. Thus the consultants will have to work even more closely with the
client management in order to identify, define, analyze the problem, and formulate, present
solutions to them. Thus the most exciting thing is that in order to veritably satiate the client’s
requirements, consulting is becoming a more challenging, intellectually stimulating and ultimately
rewarding career than ever before.
1.2.4 Remuneration
The salary offered in consulting is one of the best packages available to the fresh graduates. It is
decidedly considered to be the “elite” job, sought after by many. When compared to the firms from
different other industries, consulting pays a higher compensation. However, global financial firms,
now visiting the campus for recruitment to their global markets desks offer competitive, and at
times better, pay packages.
1.2.5 Lifestyle
The work of consulting firms requires a very close interaction with the clients, due to which,
consultants are required to be on the client site for most of the working days in a week. This results
in very frequent travel becoming an inevitable, rather integral, part of a consultant’s life. Different
consulting firms have different models for travel, some requiring their consultants to be at the
client site for four days a week while others follow the principle of traveling to the client site as and
when required. Though the latter involves less predictability and regularity in travel patterns, it
allows one the facility of spending lesser amount of time on the run on an average. Most consulting
companies do realize that since traveling so frequently may disrupt one’s personal life, and thus
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provide its employees with several options like institutionalizing Fridays as an in‐office days, some
allowing their consultants to work from home as well. Hence, traveling is decidedly one of the
living realities of a consultant’s life, but not all consultants need to travel nor do all clients require
consultants to be at their site throughout the project. It essentially depends on the consulting firm,
their travel model, your location vis‐à‐vis the client’s base and most importantly the project.
Consulting is essentially a collaborative problem solving exercise, and therefore requires a healthy
interaction among the team members. By the end of each exercise, one gets to know their team
members very well. Apart from the travel, this profession requires long hours to be spent in brain
storming, research and analysis. An input of 55‐60 hours a week, 5 days per week, stretched over
endlessly for months is common. Despite long working hours and irregular travel schedules, once
on the client site, consultants are generally energized and completely efficient in their working.
1.3 Other career options
The following sections give a very brief overview of different career opportunities which present
themselves to a fresh graduate. Each of the following career options must be researched deeply and one’s
skill set matched against the requirements of each career option to find the best fit before making a final
career choice.
1.3.1 Core jobs
The opportunities presented by various companies coming for core jobs are immense. If one is
interested in exploring the industry perspective of their engineering major, putting their technical
knowledge to use effectively, core jobs are definitely the path to tread. The compensation provided
by the companies varies greatly, with some paying salaries comparable to those given by
consulting firms, while some other firms do not offer large sums as remuneration. Core jobs present
several exciting opportunities, some may require deep technical knowledge and provide a
complete research and development experience, others may require people‐management skills
along with technical knowledge as they provide opportunities of leading teams as well, and still
others require physical rigor and the ability to withstand extreme working conditions because they
pay their employees handsomely for working for long hours in such circumstances. One should
match his interests against the various profiles each of these core jobs offers and then make an
informed decision.
1.3.2 Research: Graduate School
In order to gain a deeper insight into an area which interests one during their undergraduate study,
several students take up the option of going to a graduate school for higher studies. Several schools
in the US and Europe offer generous fellowships which not only cover the tuition fees and living
expenses, but also help one save money even while studying. There are several advantages of
doing research abroad such as the funds and resources available for research are immense, one gets
the opportunity of gaining a global exposure and the chance to experience diversity. Even in India,
there are several good PhD. Programs in different IITs and IISc Bangalore. However the
compensation provided to research scholars in India is not as lucrative as compared to their
counterparts elsewhere in the world. There is a sizeable repository for each department, giving
details on how students should go about applying to these universities for a research position,
which should be wielded to maximum advantage.
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1.3.3 MBA
There is a constant debate on the usefulness and advantages of doing an MBA right after one’s
undergraduate studies. The proponents for an MBA right after completing graduation assert that
the IIM graduates are getting paid handsomely by not just Indian, but also global companies with
astronomical pay packages. So it is a win‐win situation as one is able to complete his education
once and for all without any break and then embarks upon his life as a handsomely paid
professional. The rationale which people disparaging this practice provide is that an MBA should
not be just another degree on your resume. One should know before getting into a business school
which area of business one wishes to explore in greater detail. Hence a business school’s experience
is best utilized after once has had a job experience of a few years. In terms of the compensation one
earns after four years of graduation, it is decidedly true that there isn’t much of a difference
whether one pursues an MBA directly and then does a job or does an MBA after acquiring work
experience. It is best to talk to people who have followed one of these career paths and judging by
their arguments, decide which suits one’s dreams and aspirations the most.
1.3.4 Finance Jobs
This is another preferred option for students going for non‐core jobs. With more and more global I‐
banks setting up shop in India, quite a few of them visit campus offering a broad spectrum of
opportunities. This career option broadly entails the following three areas of work:
Trading jobs: What is referred to as a trading job loosely refers to three areas which are structuring,
trading and sales of securities. In simple words bonds (debt instruments) and equities (stocks) are
packaged in a client desirable form and shape by the structuring team with the help of traders (who
buy and sell these securities in the financial markets) which is sold to clients by the sales team. The
jobs offered in campus are primarily in offshored structuring positions (for e.g., credit structuring
desk of Deutsche Bank India which supports Europe) or quant strategies support to traders.
Besides, jobs are also offered for devising algorithmic trading strategies (for e.g., Tower Research).
This job typically requires knowledge of the functioning of financial markets (which is addressed
by some very good training programmes that these firms have) and a good quant aptitude.
However, the offshored roles offer minimal client interaction opportunity. Though these jobs can
earn good bonuses, they do involve long working hours and are quite susceptible to market
downturns like the subprime crisis which may lead to low or zero bonuses as well as firings. For a
good understanding of this role one may like to read ʺLiarʹs Pokerʺ by Michael Lewis which is a
humorous commentary on a traderʹs life.
Research jobs: This primarily refers to equity research jobs at India based offshored centres of
global I‐banks. Banks like UBS, Lehman and Deutsche have offshored their institutional equity
research to India. These banks act as global brokers to FIIs and hedge funds whom they provide
research services using these centres. The typical profile is that of a country specific sector analyst
for e.g., one could become an analyst for mining companies in South Africa with Lehman. This job
needs diligent and analytically sharp graduates who are good at excel modelling. The work hours
here are typically around 60 hours a week which however get much longer during the corporate
earnings seasons as analysts need to update models to come out with their research reports.
I‐Banking: This word is often used to describe all finance jobs though it is something quite
specialized and specific. Investment banking refers to providing support to corporations to raise
capital (through means like equity capital markets, debt capital markets, private equity, private
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Career Options: Consulting Demystified
placements, etc) or providing advisory in merger and acquisition situations. Typical entry level
roles for college graduates are those of analysts who often spend time poring over mammoth excel
valuation models. The profession is infamous for its very long work hours (ranging upto 90‐100 per
week) though it does compensate well. However, most of the I‐banking analyst positions are filled
with finance professionals like Chartered Accounts or MBAs; very selected banks like Barclays do
visit IIT campuses for I‐banking analyst roles. Just like trading this sector is also highly susceptible
to market downturns which results in low or zero bonuses and firings. For a good understanding of
this role one may like to read ʺMonkey Businessʺ by John Rolfe and Peter Troob which is a
humorous commentary on the lives of I‐bankers.
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2. Getting Hired
2.1 First Step: Know the Firm
2.1.1 History and Culture
McKinsey’s founder, James O. McKinsey, pioneered the idea of management consulting when he
launched the firm in 1926. But it’s Marvin Bower, with McKinsey since 1933, who is credited with
shaping the firm’s values. Under the leadership of the new managing director Ian Davis, the firm is
expected to continue pursuing its traditional values.
A life with McKinsey is described as “crazy and exhilarating” by the alumni. It is a place where you
meet tons of people who are extremely smart, but unique in a very diverse fashion. Your colleagues
might include a quantum physicist, top lawyer, people who hold PhDs twice over in information
science, even an orchestra director. Indeed, “There is an overpowering feeling at McKinsey &
Company that you are among the chosen few, that you are the best and the brightest.” a consultant
relates. To help its consultants become ever more professional the firm invests in intense mentoring
and on‐the‐job learning. McKinseyites learn from the masters. You can easily meet the partners and
have the opportunity to interact with various CEOs during your term with McKinsey.
2.1.2 Business Analyst @ McKinsey
Business analysts take responsibility for a discrete part of the problem solving in each client
engagement. They play an important role in data gathering, actively contribute to the teamʹs final
recommendations, and present their work to senior client executives. Placed on engagement teams
of four to five consultants including a partner, BA stay on an engagement fulltime. Duties may
include “identifying issues, forming hypotheses, designing and conducting analyses, synthesizing
conclusions, and helping to implement change” according to McKinsey.
2.1.3 Career Paths for Undergraduates @ McKinsey
MBA
IIM
More Competitive!
MBA
IIM/ ISB/ Wharton
Possible Sponsorship!
The typical analyst stays at McKinsey for two years, which is the designated length of the business
analyst program. Business analysts find different ways to continue their personal and professional
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development. Many leave the firm to pursue advanced degrees or spend time in a new industry.
Other top performers stay with McKinsey and become associates. After pursuing advanced
degrees, strong performers are invited to return to McKinsey as associates. As shown in the figure
before, B.Tech and Dual Degree graduates at IIT can choose one of the following two channels to
enter McKinsey. One is to enter McKinsey right away as Business Analyst, and the other is to enroll
into a MBA program with IIMs and then aspire to enter McKinsey as a Junior Associate.
2.1.4 Future Prospects after joining McKinsey
The career options that employees have after couple of years of experience at McKinsey are
summarized in the chart below.
Career Options
after 2 years
• Take a shift to any other • Opt for an MBA in one of the • Join one of the best PE/
McKinsey office across the world leading institute in the world MNC/ NGO
• Be a part of the practice of your • Go tangential in choosing a
choice (Finance, Operation,etc) PhD option field of your choice
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2.1.6 IITK McKinsey Alumni
Here is a list of IITK Alumni currently at McKinsey. Feel free to contact anyone of us
for any queries you may have.
Name Designation Email
Rajat Dhawan Partner Rajat_Dhawan@mckinsey.com
Shailesh Kekre Associate Partner Shailesh_Kekre@mckinsey.com
Jatin Pant EM Jatin_Pant@mckinsey.com
Pranjal Jain Associate Pranjal_Jain@mckinsey.com
Lav Agarwal Associate Lav_Agarwal@mckinsey.com
Madhur Chaturvedi Associate Madhur_Chaturvedi@mckinsey.com
Abhishek Verma Associate Abhishek_Verma@mckinsey.com
Deepak Garg Associate Deepak_Garg@mckinsey.com
Mukul Tuli BA Mukul_Tuli@mckinsey.com
Prateek Singhal BA Prateek_Singhal@mckinsey.com
Abhishek Poddar BA Abhishek_Poddar@mckinsey.com
Bhanu Chandra BA Bhanu_Chandra@mckinsey.com
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