Anonymous wrote:

Anonymous wrote:

Anonymous wrote:I'm a Fed and in my experience, Deloitte sells a good game and brings in all their top people to talk to senior Feds, but then brings in 22 year olds to do the work and the results are subpar.

As a former 22 year old Deloitte consultant, I can confirm this. They make sure they share sample resumes during the proposal period and then they staff with the cheapest (aka lowest level) people possible without the client getting ticked off.

The top schools going to McKinsey and Blackstone are correct. State schools like UVA and UMD feed into Deloitte. It’s your decently smart but not the really smart people.

I wouldn’t say Deloitte is not smart, but overall the avg Deloitte employee demeanor is less polished.
I used to work for a top woman, she is mentally agile, have a great sense of humor and give credit to people who work for her, defends her team - you see those types more at the top pedigree places.

Anonymous wrote:

Anonymous wrote:I'm a Fed and in my experience, Deloitte sells a good game and brings in all their top people to talk to senior Feds, but then brings in 22 year olds to do the work and the results are subpar.

As a former 22 year old Deloitte consultant, I can confirm this. They make sure they share sample resumes during the proposal period and then they staff with the cheapest (aka lowest level) people possible without the client getting ticked off.

The top schools going to McKinsey and Blackstone are correct. State schools like UVA and UMD feed into Deloitte. It’s your decently smart but not the really smart people.

Anonymous wrote:I'm a Fed and in my experience, Deloitte sells a good game and brings in all their top people to talk to senior Feds, but then brings in 22 year olds to do the work and the results are subpar.

Anonymous wrote:

Anonymous wrote:My company retained Deloitte for various initiatives. I also have experience with McKinsey consultants from previous work. Several from McKinsey were outright impressive. Conversant, intelligent, mentally agile, communicative. I say this nicely, Deloitte people weren't of the same caliber and we didn't glean the same value from them. They were more one-track-minded, less high IQ. Now, this may be bc the company that I was with that had engaged McKinsey was an F100 at the time with deep pockets and the company that engaged Deloitte is not even F500 so we may have had the B, maybe C team. Nevertheless the internal beat on Deloitte was usually delivered with an eye roll. If I had to describe stereotypes, McKinsey people were Ivy League educated, polished, intelligent, and socially adept. Deloitte people were friendly, but not as pulled together or polished, and frequently didn't read the room the right way (and because of this they might have spun their wheels a little more behind the scenes, but I don't know this for sure)

Ahhhhh yessssss. Look at the results from all of these ‘impressive’ Ivy League blowhards from McKinsey selling their souls to dollar while ruining the country:

https://www.nytimes.com/2021/02/03/business/mckinsey-opioids-settlement.html

https://www.nytimes.com/2022/06/29/business/mckinsey-opioid-crisis-opana.html

https://www.nbcnews.com/politics/national-security/mckinsey-worked-chinese-government-assurances-us-senator-document-indi-rcna9053

https://www.nytimes.com/2018/12/15/world/asia/mckinsey-china-russia.html


https://www.nytimes.com/2022/09/29/business/mckinsey-tobacco-juul-opioids.html

https://www.npr.org/2022/10/03/1126202801/mckinsey-consulting-walt-bogdanich-michael-forsythe

https://www.theatlantic.com/ideas/archive/2020/02/how-mckinsey-destroyed-middle-class/605878/

https://www.sfgate.com/disneyland/article/the-most-turbulent-era-in-disneyland-history-17125238.php



Any time anyone says they’re a management consultant I instantly lose all respect. They’re often human scum and peak practitioners of late stage capitalism who’d sell their first born child for a few dollars. They are people with no soul and no moral compass.

Anonymous wrote:

Anonymous wrote:

Anonymous wrote:

Anonymous wrote:

Anonymous wrote:What does the fed need consultants?

To get work done?

What work?

A consultant is brought in to analyze a problem and recommend solutions. If they get the deal, they bring in their own people to implement solution, and frequently work with the in-house people who supposedly take it over once job is complete.

I'm not trying to be dense. I thought this is what SES and politicals are supposed to do. I can't see how this adds value. But then that's probably not the point. Is it just that the consultants are getting repaid for political contributions they made? I truly don't get the point of any of this. Just seems like more bureaucracy and waste.

Anonymous wrote:

Anonymous wrote:

Anonymous wrote:

Anonymous wrote:What does the fed need consultants?

To get work done?

What work?

A consultant is brought in to analyze a problem and recommend solutions. If they get the deal, they bring in their own people to implement solution, and frequently work with the in-house people who supposedly take it over once job is complete.

Anonymous wrote:I still don’t get why anyone would willingly join Deloitte over mbb or ib / trading / faang pm / or just stay in gov if in a good role

Anonymous wrote:I still don’t get why anyone would willingly join Deloitte over mbb or ib / trading / faang pm / or just stay in gov if in a good role

Anonymous wrote:A lot of the younger ones are former gov employees. Some were in the top notch entry programs or had exclusive internships and then jumped ship to make a lot more money. Most I know attended the T25 schools. Most of the women I know are Deloitte aren’t married…it’s a weird stereotype, but seems to be true. The guys all seem to have a frat boy vibe with a focus on getting the contract and moving to the next big thing.

Anonymous wrote:My company retained Deloitte for various initiatives. I also have experience with McKinsey consultants from previous work. Several from McKinsey were outright impressive. Conversant, intelligent, mentally agile, communicative. I say this nicely, Deloitte people weren't of the same caliber and we didn't glean the same value from them. They were more one-track-minded, less high IQ. Now, this may be bc the company that I was with that had engaged McKinsey was an F100 at the time with deep pockets and the company that engaged Deloitte is not even F500 so we may have had the B, maybe C team. Nevertheless the internal beat on Deloitte was usually delivered with an eye roll. If I had to describe stereotypes, McKinsey people were Ivy League educated, polished, intelligent, and socially adept. Deloitte people were friendly, but not as pulled together or polished, and frequently didn't read the room the right way (and because of this they might have spun their wheels a little more behind the scenes, but I don't know this for sure)