Hello everyone,I've been trhough this very interesting forum, and I found a huge amount of information on strat consulting at McKinsey, very few on "operation" activities (Lean / 6 sigma, etc).Could somebody give an insight of these activities at McKinsey: what is the teamwork like? is the ambiance the same as in strat consulting (working hours / competition btw consultants)? are people working there happy of their choices?Thank you in advance for your answers, and have a good day.

Without exception so far, every single person I have spoken to from McKinsey's ops practice has been cr@p. Sooner or later the market will wise up to this and the whole thing will sink.

How interesting that you are calling people crap.... dont fool yourself only someone that is crap that knows what is crap

McKinsey tend to rely a lot on their own models and research and therefore don't push LEAN, Six Sigma etc very much. This also reflects their approach to staffing - McKinsey hire heavily from campus and develop people in a fairly structured way - it's unusual to meet McKinsey consultants who have significant operational experience in line roles outside of consultancy, apart from at Partner level where they tend to hire a lot of genuine subject matter expertise.To answer your questions, - the teamwork culture is pretty strong albeit can be a bit too hierarchical with a "speak when you're invited to" culture reminiscent of Aldi or Lidl depending on the assignment you're working on.- the hours are long but sometimes reflects a failure to plan work out in properly advance with the result that deliverables are often pushed out at the last minute. In fairness, this is consistent with other strat houses and reflects the typically shorter timescales of assignments.- I'm not sure whether people are happy with their choices but my perception is that those who stay are happy. McKinsey employ some incredibly bright capable people but it's hard not to wonder why many can't see that routinely working 80 hour weeks isn't really a very clever thing to do.

Ok, thanks for your answer Snickers.

Duh! Don't be silly. McKinsey writes silly expensive reports that no one implements. Go and work for Proudfoot if operational consulting is your thing.

True. I was part of the Ops practice in McKinseythe majority of junior people are often nice. Not the older, though.Many, at all levels, however, are exremely greedy, and would kill their mothers to make their career happenThe implementation model was crap. Yes. More and more they were asking me to make strategic thoughts and charts over charts over models and frameworks.coming from an engineering background and manufacturing experience this was becoming a joketheir group has been growing lately , but not the same has happened to clients.Clients need to big Gigantic to pay their fees, so they lose clients and in order not to keep you on the beach you will be sent to work with crazy 100 hours per week "generalist"consultants.A hole of sharksWELCOME TO HELL...