Nice way of describing the dual motions/ incentives around new hires. It also points to what firms will still look for in the future (potential to learn and perform), even as folks reflect on and futureproof for what it will mean to work with AI
Reminds me of Alvin Toffler's quote: “The illiterate of the twenty-first century will not be those who cannot read and write, but those who cannot learn, unlearn, and relearn.”
My sense is that McKinsey uses their analysts and associates as a business development tool is some respects. Oftentimes overhiring and over delivering on experience (and support on exit) so that these people go onto to rehire McKinsey. They also seem to hire based purely on likelihood of the person going onto be in a large leadership role.
A very useful distinction. But on the short term speculative hiring, don’t many consulting firms has a large group of potential subcontractors to fill many of those specialist needs?
Nice way of describing the dual motions/ incentives around new hires. It also points to what firms will still look for in the future (potential to learn and perform), even as folks reflect on and futureproof for what it will mean to work with AI
Reminds me of Alvin Toffler's quote: “The illiterate of the twenty-first century will not be those who cannot read and write, but those who cannot learn, unlearn, and relearn.”
My sense is that McKinsey uses their analysts and associates as a business development tool is some respects. Oftentimes overhiring and over delivering on experience (and support on exit) so that these people go onto to rehire McKinsey. They also seem to hire based purely on likelihood of the person going onto be in a large leadership role.
A very useful distinction. But on the short term speculative hiring, don’t many consulting firms has a large group of potential subcontractors to fill many of those specialist needs?
Yes, that's my experience. You have a pool of "warm" candidates for the short-term gigs, like a true speculator!