Hello there, Anyone out there care to share any insight on deloitte's strategy practice?From other posts on the forum it seems to suggest that it is more CDD heavy, is this the case or is there more variety of work ? Also, what kind of reputation does the strategy arm have in terms of other strat firms/boutiques?Thanks!

They are the king of the hill, the top of the heap

Be careful not to confuse Deloitte's strategy team with its consulting division. I understand that the strat team mainly does CDD- well, I should correct that and say 'did', doubt they are doing much CDD now. PWC / KPMG have a stronger unit.

so little strategy and mostly CDD. anyone else have any thoughts...?

Met some of the team about a year ago - one word. Average. I understood at that point whilst consultants have a bad name.Pink shirts, black rimmed glasses, side partings. Or as I like to call them 'recession fodder'.

The CDD guys are about 25% of strat headcount, but even they are mainly doing Strat work at the moment.There are relatively fixed demarcations between the industry teams, with PS and HCLS having a very different feel to M&A and CB TMT. I would say that if you want real strat, there is some at Deloitte, but it is mostly in the CBTMT space. PS Strat and FSI are quite operational. M&A is (used to be) very CDD focused - which is also quite strat-heavy - lots of analysis; competitor/ customer / market / firm etc - a compressed microcosm of many larger strat pieces.Dont be put off by shallow remarks about the colour of a shirt. "I met some of the team a year ago" essentially means "I was invited to interview and couldn't make it past the first round, and am now reduced to making embittered, shallow remarks that reflect the complete lack of substance that probably ruled me out of a job in the first place".Of course Deloitte strat is quite average as far as strat goes - if you want above average, or brilliant people to work with then you know where to go - MBBB etc. However, if you want to do a mix of strat work, with the opportunity to rove around across a large practice of >200 people, with a healthy balance of shorter days and interesting client projects, you could do a lot worse. My main gripe would be the pay.

Oh, and PWC are almost entirely CDD focussed. Deloitte undoubtedly have the best strat practice of the big 4 - they are the only ones with a consistent history of doing strat consulting over the last ten years (and the last 5 years have seen considerable improvement, since the days of Braxton)

thanks hobo, much appreciated.