Top comment there is: > The experience taught me a lot about business and business leadership. Many times I’d ask myself “what would McKinsey or BCG do here?”

Top comment there is: > The experience taught me a lot about business and business leadership. Many times I’d ask myself “what would McKinsey or BCG do here?” Then I’d go do the exact opposite. That’s proven a good course of action at many critical junctures. While this agrees with my personal impression “in bulk” it’s worth noting that there are exceptions. McKinsey is currently focusing heavily on hiring actually accomplished top engineers from production environment…specifically targeting those with 6-10 YOE who may have hired into a “lesser” company during a recession or market downturn than they should have qualified for their graduation year of college. They’re hiring engineers who have had outsized / personally unexpected (by the engineer) success with changes to processes or best engineering practices that ended up being rolled out to wide swaths of their company, or globally across the org. They are also specifically looking among those effective engineers for who can also speak competently with many layers of an org - not just the business people but also lend help and expertise on the technical side and gain trust through competence. The experienced engineers I know that they’ve picked up are among the best industrial / process / manufacturing engineers that I’ve ever known and are insanely technically competent. But I also think these are hired into relatively small, niche groups and offices. The bulk of the consultant pool are still fresh MBAs, maybe with limited but glamorous resume fillers.