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	<title>Firmsconsulting</title>
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	<link>http://firmsconsulting.com</link>
	<description>Clients are coached by former BCG, McKinsey et al principals and mentored by, amongst others, McKinsey’s former worldwide strategy practice co-leader, a former financial institutions practice leader and a former regional operations practice leader</description>
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		<title>The Hazards of a CEO who Loves Consultants</title>
		<link>http://firmsconsulting.com/2013/05/16/the-hazards-of-a-ceo-who-loves-consultants/</link>
		<comments>http://firmsconsulting.com/2013/05/16/the-hazards-of-a-ceo-who-loves-consultants/#comments</comments>
		<pubDate>Thu, 16 May 2013 19:20:38 +0000</pubDate>
		<dc:creator>Firmsconsulting</dc:creator>
				<category><![CDATA[case interview]]></category>

		<guid isPermaLink="false">http://firmsconsulting.com/?p=7738</guid>
		<description><![CDATA[One of the great myths among aspiring consultants, is that strategy consultants go in and basically take over and run the entire strategy and direction of a company. That does happen at times, but is more the exception than the norm. In fact, there are dangers to this outsourcing of thinking. Yet, the danger is [&#8230;]<img alt="" border="0" src="http://stats.wordpress.com/b.gif?host=firmsconsulting.com&#038;blog=15331104&#038;post=7738&#038;subd=firmsconsulting&#038;ref=&#038;feed=1" width="1" height="1" />]]></description>
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		<title>Why brilliance in structuring frameworks only helps with 40% of McKinsey cases</title>
		<link>http://firmsconsulting.com/2013/05/16/why-brilliance-in-structuring-frameworks-only-helps-with-40-of-mckinsey-cases/</link>
		<comments>http://firmsconsulting.com/2013/05/16/why-brilliance-in-structuring-frameworks-only-helps-with-40-of-mckinsey-cases/#comments</comments>
		<pubDate>Thu, 16 May 2013 18:44:50 +0000</pubDate>
		<dc:creator>Firmsconsulting</dc:creator>
				<category><![CDATA[case interview]]></category>

		<guid isPermaLink="false">http://firmsconsulting.com/?p=7736</guid>
		<description><![CDATA[At least 90% of aspiring management consultants assume that all McKinsey et al cases MUST be solved with frameworks. That is a dangerous myth. At least 60% of all McKinsey full cases (we are not referring to brainstorming, estimates etc) cannot be solved with structures and you will fail if you used structures to solve [&#8230;]<img alt="" border="0" src="http://stats.wordpress.com/b.gif?host=firmsconsulting.com&#038;blog=15331104&#038;post=7736&#038;subd=firmsconsulting&#038;ref=&#038;feed=1" width="1" height="1" />]]></description>
		<wfw:commentRss>http://firmsconsulting.com/2013/05/16/why-brilliance-in-structuring-frameworks-only-helps-with-40-of-mckinsey-cases/feed/</wfw:commentRss>
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		<title>A Harvard Baker Scholar and McKinsey Principal provide compelling lessons in perseverance</title>
		<link>http://firmsconsulting.com/2013/05/15/a-harvard-baker-scholar-and-mckinsey-principal-provide-compelling-lessons-in-perseverance/</link>
		<comments>http://firmsconsulting.com/2013/05/15/a-harvard-baker-scholar-and-mckinsey-principal-provide-compelling-lessons-in-perseverance/#comments</comments>
		<pubDate>Wed, 15 May 2013 21:05:31 +0000</pubDate>
		<dc:creator>Firmsconsulting</dc:creator>
				<category><![CDATA[case interview]]></category>

		<guid isPermaLink="false">http://firmsconsulting.com/?p=7731</guid>
		<description><![CDATA[This podcast describes the journeys of two people and where they ended up in life. The first is one of Harvard&#8217;s most distinguished MBA graduates ever who was not even invited to a McKinsey internship interview. The second is a McKinsey Principal from humble beginnings who is rejected the partnership, not once, but twice. Who [&#8230;]<img alt="" border="0" src="http://stats.wordpress.com/b.gif?host=firmsconsulting.com&#038;blog=15331104&#038;post=7731&#038;subd=firmsconsulting&#038;ref=&#038;feed=1" width="1" height="1" />]]></description>
		<wfw:commentRss>http://firmsconsulting.com/2013/05/15/a-harvard-baker-scholar-and-mckinsey-principal-provide-compelling-lessons-in-perseverance/feed/</wfw:commentRss>
		<slash:comments>0</slash:comments>
	
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		<title>Building a McKinsey-Killer within a Major IT/Outsourcing Firm</title>
		<link>http://firmsconsulting.com/2013/05/10/building-a-mckinsey-killer-within-a-major-itoutsourcing-firm/</link>
		<comments>http://firmsconsulting.com/2013/05/10/building-a-mckinsey-killer-within-a-major-itoutsourcing-firm/#comments</comments>
		<pubDate>Fri, 10 May 2013 20:22:16 +0000</pubDate>
		<dc:creator>Firmsconsulting</dc:creator>
				<category><![CDATA[case interview]]></category>
		<category><![CDATA[IT Strategy]]></category>
		<category><![CDATA[McKinsey BTO]]></category>

		<guid isPermaLink="false">http://firmsconsulting.com/?p=7718</guid>
		<description><![CDATA[In early 2013, we were invited by the chairman of a major IT/Outsourcing provider to analyze their business and determine why their significant acquisitions of strategy/operations/general consulting skills had not created a &#8220;McKinsey-Killer&#8221;. The chairman believed that their IT skills and consulting abilities should have blended together to create a very strong competitor in the market &#8211; [&#8230;]<img alt="" border="0" src="http://stats.wordpress.com/b.gif?host=firmsconsulting.com&#038;blog=15331104&#038;post=7718&#038;subd=firmsconsulting&#038;ref=&#038;feed=1" width="1" height="1" />]]></description>
		<wfw:commentRss>http://firmsconsulting.com/2013/05/10/building-a-mckinsey-killer-within-a-major-itoutsourcing-firm/feed/</wfw:commentRss>
		<slash:comments>0</slash:comments>
	
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		<title>Join us at the Ritz Carlton Buckhead Atlanta, Georgia between 29 September 2013 and 2 October 2013</title>
		<link>http://firmsconsulting.com/2013/05/10/join-us-at-the-ritz-carlton-buckhead-atlanta-georgia-between-29-september-2013-and-2-october-2013/</link>
		<comments>http://firmsconsulting.com/2013/05/10/join-us-at-the-ritz-carlton-buckhead-atlanta-georgia-between-29-september-2013-and-2-october-2013/#comments</comments>
		<pubDate>Fri, 10 May 2013 18:37:13 +0000</pubDate>
		<dc:creator>Firmsconsulting</dc:creator>
				<category><![CDATA[case interview]]></category>

		<guid isPermaLink="false">http://firmsconsulting.com/?p=7716</guid>
		<description><![CDATA[Firmsconsulting will be hosting a series of events for MBA and PhD students/graduates over the final few days of September. If you would like to meet us for breakfast, or dinner please email a copy of your résumé to firmsconsulting@gmail.com. A cover letter is not necessary and any résumé format will be accepted. Some of our most eminent [&#8230;]<img alt="" border="0" src="http://stats.wordpress.com/b.gif?host=firmsconsulting.com&#038;blog=15331104&#038;post=7716&#038;subd=firmsconsulting&#038;ref=&#038;feed=1" width="1" height="1" />]]></description>
		<wfw:commentRss>http://firmsconsulting.com/2013/05/10/join-us-at-the-ritz-carlton-buckhead-atlanta-georgia-between-29-september-2013-and-2-october-2013/feed/</wfw:commentRss>
		<slash:comments>0</slash:comments>
	
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		<title>Why billable hours are a bad idea&#8230;</title>
		<link>http://firmsconsulting.com/2013/03/30/why-billable-hours-are-a-bad-idea/</link>
		<comments>http://firmsconsulting.com/2013/03/30/why-billable-hours-are-a-bad-idea/#comments</comments>
		<pubDate>Sun, 31 Mar 2013 03:17:24 +0000</pubDate>
		<dc:creator>Firmsconsulting</dc:creator>
				<category><![CDATA[case interview]]></category>

		<guid isPermaLink="false">http://firmsconsulting.com/?p=7712</guid>
		<description><![CDATA[Although this was written for the legal industry, it explains why elite consulting firms should not, and do not, follow a billable hour model. Reproduced in its entirety from the New York Times. The Tyranny of the Billable Hour By STEVEN J. HARPER “THAT bill shall know no limits,” wrote one DLA Piper lawyer to another in 2010 [&#8230;]<img alt="" border="0" src="http://stats.wordpress.com/b.gif?host=firmsconsulting.com&#038;blog=15331104&#038;post=7712&#038;subd=firmsconsulting&#038;ref=&#038;feed=1" width="1" height="1" />]]></description>
		<wfw:commentRss>http://firmsconsulting.com/2013/03/30/why-billable-hours-are-a-bad-idea/feed/</wfw:commentRss>
		<slash:comments>8</slash:comments>
	
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		<title>Why Firmsconsulting has been quiet recently</title>
		<link>http://firmsconsulting.com/2012/12/28/why-firmsconsulting-has-been-quiet-recently/</link>
		<comments>http://firmsconsulting.com/2012/12/28/why-firmsconsulting-has-been-quiet-recently/#comments</comments>
		<pubDate>Sat, 29 Dec 2012 04:40:53 +0000</pubDate>
		<dc:creator>Firmsconsulting</dc:creator>
				<category><![CDATA[case interview]]></category>

		<guid isPermaLink="false">http://firmsconsulting.com/?p=7697</guid>
		<description><![CDATA[This is a short post to wish everyone a Merry Xmas and prosperous New Year, and explain the relative silence on our website. Over the last year we have recently lots of feedback/ideas/strategies from clients and readers about changes Firmsconsulting should make. Some of you went out of your way to even offer strategy analyses [&#8230;]<img alt="" border="0" src="http://stats.wordpress.com/b.gif?host=firmsconsulting.com&#038;blog=15331104&#038;post=7697&#038;subd=firmsconsulting&#038;ref=&#038;feed=1" width="1" height="1" />]]></description>
		<wfw:commentRss>http://firmsconsulting.com/2012/12/28/why-firmsconsulting-has-been-quiet-recently/feed/</wfw:commentRss>
		<slash:comments>6</slash:comments>
	
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		<title>Differences between corporate strategy and other strategy engagements, podcast</title>
		<link>http://firmsconsulting.com/2012/12/15/differences-between-corporate-strategy-and-other-strategy-engagements-podcast/</link>
		<comments>http://firmsconsulting.com/2012/12/15/differences-between-corporate-strategy-and-other-strategy-engagements-podcast/#comments</comments>
		<pubDate>Sat, 15 Dec 2012 17:54:40 +0000</pubDate>
		<dc:creator>Firmsconsulting</dc:creator>
				<category><![CDATA[Bain]]></category>
		<category><![CDATA[corporate strategy]]></category>
		<category><![CDATA[Alan Bird]]></category>

		<guid isPermaLink="false">http://firmsconsulting.com/?p=7669</guid>
		<description><![CDATA[After 11 years of corporate strategy consulting with the firm, 3 of them as principal, I have tended to take for granted that everyone knows the difference between corporate strategy and other types of strategy engagements like developing a market entry strategy or a pricing strategy. Yet, that is not true. Many aspiring and active [&#8230;]<img alt="" border="0" src="http://stats.wordpress.com/b.gif?host=firmsconsulting.com&#038;blog=15331104&#038;post=7669&#038;subd=firmsconsulting&#038;ref=&#038;feed=1" width="1" height="1" />]]></description>
		<wfw:commentRss>http://firmsconsulting.com/2012/12/15/differences-between-corporate-strategy-and-other-strategy-engagements-podcast/feed/</wfw:commentRss>
		<slash:comments>0</slash:comments>
	
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		<title>The most brilliant strategist in the world, and the nicest guy with whom to have lunch</title>
		<link>http://firmsconsulting.com/2012/12/04/the-most-brilliant-strategist-in-the-world-and-the-nicest-guy-with-whom-to-have-lunch/</link>
		<comments>http://firmsconsulting.com/2012/12/04/the-most-brilliant-strategist-in-the-world-and-the-nicest-guy-with-whom-to-have-lunch/#comments</comments>
		<pubDate>Tue, 04 Dec 2012 22:46:46 +0000</pubDate>
		<dc:creator>Firmsconsulting</dc:creator>
				<category><![CDATA[Firmsconsulting Mentor]]></category>
		<category><![CDATA[BCG]]></category>
		<category><![CDATA[Boston Consulting Group]]></category>
		<category><![CDATA[George Stalk]]></category>

		<guid isPermaLink="false">http://firmsconsulting.com/?p=6958</guid>
		<description><![CDATA[Reproduced in it&#8217;s entirety from Fast Company. The star strategy consultant was declared dead three times &#8212; and came back unrepentant and tougher than ever. His new book sees competition as a matter of life or death. It wasn&#8217;t until the third time George Stalk Jr. was declared dead that his family agreed to turn [&#8230;]<img alt="" border="0" src="http://stats.wordpress.com/b.gif?host=firmsconsulting.com&#038;blog=15331104&#038;post=6958&#038;subd=firmsconsulting&#038;ref=&#038;feed=1" width="1" height="1" />]]></description>
		<wfw:commentRss>http://firmsconsulting.com/2012/12/04/the-most-brilliant-strategist-in-the-world-and-the-nicest-guy-with-whom-to-have-lunch/feed/</wfw:commentRss>
		<slash:comments>4</slash:comments>
	
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		<title>Detailed Statistical Analysis of Client Profiles</title>
		<link>http://firmsconsulting.com/2012/12/01/sepoct-case-interview-placement-rate-released-68-3/</link>
		<comments>http://firmsconsulting.com/2012/12/01/sepoct-case-interview-placement-rate-released-68-3/#comments</comments>
		<pubDate>Sat, 01 Dec 2012 12:10:19 +0000</pubDate>
		<dc:creator>Firmsconsulting</dc:creator>
				<category><![CDATA[Analyses]]></category>
		<category><![CDATA[case interview]]></category>
		<category><![CDATA[case training]]></category>
		<category><![CDATA[Clients]]></category>
		<category><![CDATA[coaching]]></category>
		<category><![CDATA[fit interview]]></category>
		<category><![CDATA[GMAT]]></category>
		<category><![CDATA[Management Consulting]]></category>
		<category><![CDATA[MBA Interviews]]></category>
		<category><![CDATA[September Interviews]]></category>
		<category><![CDATA[Time Management]]></category>
		<category><![CDATA[Bain & Co]]></category>
		<category><![CDATA[Bain & Company]]></category>
		<category><![CDATA[BCG]]></category>
		<category><![CDATA[McKinsey & Company]]></category>
		<category><![CDATA[Roland Berger]]></category>

		<guid isPermaLink="false">http://firmsconsulting.com/?p=6788</guid>
		<description><![CDATA[Our placement rate for the Sep/Oct 2012 recruiting period was 68.3% ~ 68%. This number only includes candidates pursuing McKinsey, BCG &#38; Bain. If we include firms like Roland Berger, Oliver Wyman, Booz, AT Kearney etc, the number moves up to 71.6% ~ 72%. This post is a detailed analysis of this placement rate. Clients [&#8230;]<img alt="" border="0" src="http://stats.wordpress.com/b.gif?host=firmsconsulting.com&#038;blog=15331104&#038;post=6788&#038;subd=firmsconsulting&#038;ref=&#038;feed=1" width="1" height="1" />]]></description>
		<wfw:commentRss>http://firmsconsulting.com/2012/12/01/sepoct-case-interview-placement-rate-released-68-3/feed/</wfw:commentRss>
		<slash:comments>2</slash:comments>
	
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