Top 50 Consulting Firms To Work For In 2019 by: Jeff Schmitt on August 22, 2018 | | 168,797 Views August 22, 2018 Copy Link Share on Facebook Share on Twitter Email Share on LinkedIn Share on WhatsApp Share on Reddit McKinseyites hamming it up after work. AN OBLIGATION TO DISSENT Overall, McKinsey scored highest in Exit Opportunities ā the ability to use the experience and brand to land a high level job. Here, it averaged a 9.910. McKinsey respondents were also bullish on their firmās Leadership and Business Outlook, with 9.851 and 9.891 scores in these respective categories. The office environment was also relatively harmonious, based on scores in Interaction with Clients (9.826), Ability to Challenge (9.832), and Relationships with Supervisors (9.775) ā the latter two scores representing major upticks over the previous year. In fact, the only red flag ā albeit minor ā came in Hours Worked (Down .1 of a point). Along with innovation, McKinsey also prizes āflexibilityā ā one reason, Lostutter says, the firm excels in Internal Mobility and International Opportunities. Another core value, however, is Obligation to Dissent, a cornerstone of the firmās culture. This obligation, rooted in respect and responsibility, also explains why internal relationships within the firm have traditionally notched high marks in Vaultās Consulting 50 survey. McKinsey’s Kristin Lostutter āObligation to Dissent means anyone and everyone in the firm is expected to express their opinion, point out what they think may be wrong – in a client engagement, in an office, in a team ā and offer solutions and ideas,ā Lostutter explains. If youāve been at McKinsey for two days, two years or 20 years, you are equally expected to share your ideas and feedback. This encourages a positive environment where people can challenge, create change and work collaboratively.ā AN āENERGIZING AND INSPIRINGā PLACE It is also a feedback-driven culture, Lostutter adds, one derived from an office-driven staffing model, where consultants are in close quarters and close contact with all of their peers. ā[This] supports our consultants as they build networks and expertise to our strengths-based feedback culture in which everyone gives everyone feedback on what theyāre doing well and how they can improve. This is not a place where only senior people give feedback or thereās only a once a year review.ā This cultural formula ā innovation, training, flexibility, feedback, and dissent ā are among the biggest reasons why McKinsey remains #1 in the Vault Consulting 50. āOur firm is getting busier and busier with all the right projectsāthe ones that not only help our clients meaningfully move their business forward, but also the ones that help usher in the next innovations,ā writes one respondent. āMcKinsey is adapting to the latest trends and is constantly innovating new ways of working with our clients that is both energizing and inspiring to me and my colleagues.ā A CLIENT-FOCUSED CULTURE AT BAIN Keith Bevans heads up global consultant recruiting for Bain & Company. Bain & Company lived up to its lofty standards, continuing to rank as the top consulting firm for Culture and Informal Training. In the Vault survey, one Bain consultant described the culture as a ācollaborative, fun culture with incredibly intelligent people that aren’t remotely conceited.ā Another respondent boils the culture down to two words: results focus. āWe collaborate with our clients to get results unlike any other firm in the industry.ā Keith Bevans, a Bain Partner and Global Head of Consultant Recruiting, lists āpassionā as one of the cultureās main differentiators. In recruiting, the firm weighs heavily how passionate recruits are about work, family, and hobby. This passion, he says, translates into bringing the best out in Bainās clients. āThe #1 focus for our people is doing what it takes for our clients to set new standards for success in their industry,ā he tells P&Q in an August interview. āWe hire people who want to do more than just learn from the work that they are doing; they want their clients to be successful and to be leaders in their respective industries. That is a bit of a different focus because it is not me-focused but very client-focused. Ultimately, if your clients are successful, you learn a lot from the executives on the journey; that will feed itself back onto your own professional development and start a very virtuous cycle. We hire people who understand that.ā Go to next page for exclusive information on Bain, BCG, and Strategy&. Previous Page Continue ReadingPage 2 of 12 1 2 3 4 5 6 7 8 9 10 11 12 Questions about this article? Email us or leave a comment below. Please enable JavaScript to view the comments powered by Disqus.