Tuck | Mr. Global Corp Comms
GRE 325, GPA 3.4
Harvard | Mr. Aero Software ENG
GRE 312, GPA 3.3
Harvard | Ms. Transformation
GMAT 720, GPA 3.6
Kellogg | Mr. Lucky Banker
GMAT 730, GPA 4.0
Chicago Booth | Mr. Honduras IE
GMAT 730, GPA 3.4
Stanford GSB | Mr. Energy Reform
GMAT 700, GPA 3.14 of 4
Stanford GSB | Ms. Startup Poet
GRE 330, GPA 3.2
HEC Paris | Mr. iOS App Developer
GMAT 610, GPA 3.3
INSEAD | Mr. Sailor in Suit
GMAT 740, GPA 3.6
London Business School | Mr. Global Graduate Scheme
GMAT 750, GPA 7.2/10
IU Kelley | Ms. Biracial Single Mommy
, GPA 2.5/3.67 Grad
Harvard | Mr. Startup
GRE 327, GPA 3.35
Harvard | Mr. Public Finance
GMAT 720, GPA 3.9
Stanford GSB | Mr. Rocket Scientist Lawyer
GMAT 730, GPA 3.65 Cumulative
Kellogg | Mr. Danish Raised, US Based
GMAT 710, GPA 10.6 out of 12
Darden | Mr. Leading Petty Officer
GRE (MCAT) 501, GPA 4.0
Harvard | Ms. Almost Ballerina
GRE ..., GPA ...
Darden | Mr. Federal Consultant
GMAT 780, GPA 3.26
Harvard | Mr. Polyglot
GMAT 740, GPA 3.65
Darden | Mr. Engineer Consultant
GMAT 730, GPA 3.47
Stanford GSB | Mr. Navy Officer
GMAT 770, GPA 4.0
Stanford GSB | Mr. Systems Change
GMAT 730, GPA 4
Tuck | Mr. Consulting To Tech
GMAT 750, GPA 3.2
Harvard | Ms. Ambitious Hippie
GRE 329, GPA 3.9
Harvard | Mr. Milk Before Cereals
GMAT 710, GPA 3.3 (16/20 Portuguese scale)
Harvard | Mr. Sales To Consulting
GMAT 760, GPA 3.49
INSEAD | Ms. Hope & Goodwill
GMAT 740, GPA 3.5

How McKinsey Changed Consulting Forever

McKinseyites at San Francisco GLAM Private event.

How McKinsey Changed Consulting Forever

McKinsey is one of the most sought-after consulting firms for MBAs to work for.

And the firm is highly selective of who they let in. In 2018, McKinsey hired just 8,000 people out of 800,000 applicants. In an article for Business Insider, reporter Weng Cheong explores the hiring policy at McKinsey and how it’s revolutionized the industry as a whole.


Cheong says McKinsey’s hiring strategy deliberately selects youth over experience, something that the firm focused on starting in the late 1950s.

“In 1953, McKinsey hired its first two top HBS graduates, despite skepticism from more experienced consultants and legendary managing director Marvin Bower,” Cheong writes. “It quickly became a core strategy.”

Duff McDonald, author of “The Firm,” explores the history of McKinsey’s hiring strategy from past to present.

In his book, McDonald finds that between 1950 and 1959, consultants grew to nearly 80% of the firm while the median age of consultants declined by almost 10 years.

McDonald says the strategy of hiring younger consultants was tied to the belief that “It’s easier to mold a young mind than to change an older one.”

And experts say the ideal McKinsey candidate is one who often is seen as an “insecure overachiever.”

“The people at these schools are driven by the desire for status and fear of failure. … When you graduate, you reach that terrifying point in your life when the next thing you do is not obvious, when there are a lot more choices than before. McKinsey makes it very easy for people whose primary goal is to keep their options open,” James Kwak, a former consultant, reveals in McDonald’s book.


McKinsey’s hiring strategy of hiring young professionals, experts say, helped to create value in its consultants.

Much of that value, Cheong writes, comes from the notoriously rigorous hiring process which vets candidates to only keep the best of the best.

In turn, the firm molds and develops its young talent with the financial backing of clients.

“McKinsey had perfected personnel development. It hired the young and inexperienced for a pittance, then made its clients pay for their further education,” McDonald writes.

McKinsey’s strategy, in many ways, helped to legitimize and bring value to the industry.

“Through its extensive alumni network, job-placement expertise, and hiring practices, McKinsey has helped create the management and MBA elite that is so influential today,” Cheong writes. “By demonstrating that relatively cheaper youth can outperform expensive experience, they helped build a hiring culture that’s become a business standard. It’s yet another example of the massive influence of the firm.”

Sources: Business Insider, Duff McDonald