Master of Business Administration







Tuesday, September 20, 2005
Management Consulting

Came across this article through an email on ISB yahoogroup. Original Source unkown but acknowledged.

By Farhad Manjoo

April 5, 2005  |  "Business books are boring," Martin Kihn writes
early in "House of Lies," a book that, the inside flap informs us,
the Library of Congress catalogs as a business book. But no matter;
irony is Kihn's métier. So let's let him continue the
thought: "Business books are boring. They are bloated compendiums of
half-baked ideas committed in fourth grade prose. Their purpose is
to transform a commonsense concept or two into a consulting career
through the catalyst of hollow jargon."

With this inauguration, Martin Kihn sets out to write the anti-
business book business book. In Kihn's view, corporate America isn't
the gleaming place you'll find in business strategy classics
like "Built to Last" and "Reengineering the Corporation." The common-
sense concept Kihn wants to convey regarding American corporate
culture is that it has no common sense; in "House of Lies" business
culture is arbitrary, illogical and humorless, and it's dominated by
a set of leaders whose abiding talent is shameless trickery. These
leaders are called management consultants. If you work for an
American corporation of any respectable size, you've likely heard of
them, though you can be forgiven for not knowing exactly what it is
these people do. What they do is not quite clear to anyone, not
even, it turns out, to the consultants themselves; how the business
world suffers under their dominion is unknown, though it's obvious
that the consultants themselves suffer untold indignities. We know
this because Martin Kihn tells us so, and he knows it because
several years ago, more or less accidentally, in the way that Gregor
Samsa once woke up as a cockroach, Martin Kihn became a management
consultant. Now, here, he's spilling his guts.

Kihn has good reason to be angry at business books. It was a
business book, he suggests, that introduced him to the idea of
management consulting, and therefore kind of ruined his life. Once
upon a time, Kihn was a normal, likable fellow. At Yale, he wanted
to be a poet. He loved the ballet. He married a musician. He wrote
for Spy and GQ -- clever dispatches on Harold Bloom, Hal Hartley and
David Byrne. Then he got a gig in TV, an improbably successful run
as head writer on the seminal 1990s VH1 show "Pop-Up Video," where
he was called upon to slap snarky bits of trivia onto popular videos
of the day. This life -- the ballet, the wife, the job in TV --
doesn't sound half bad. Nice as it was, though, Kihn, like the rest
of us, wanted more money. And one day, after picking up a business
book by a management consultant identified here only as "The
Rainmaker," a book that was so simply written it surprised him that
it "could be sold in the grown-ups' section," Kihn hit upon an idea
for cashing in. He would quit TV. He would go to business school. He
would become a management consultant. How hard could it be?

Harder, and more bizarre, it turns out, than anything he'd ever
imagined. "House of Lies" is being marketed as an exposé of the
management consulting industry -- a tome designed, press materials
included with the book say, to bring down the "mysterious and
powerful people in America." In one sense, it lives up to that
billing. Kihn does show that the whole business of management
consulting is a charade in which neither the consultants nor the
businesses who hire them profit from the arrangement. But Kihn knows
that attacking management consultants for being superfluous is too
easy a trick, like pointing out that Michael Jackson is weird, or
that Maureen Dowd's columns are often loopy; we already know this.
That's why he declares in his prologue that he doesn't really want
to write an exposé -- instead, it's a cautionary tale. The real
story here focuses on the damnable daily life of the modern
management consultant.

Kihn's breezy, Jay McInerney-inspired writing style renders this
drudgery precisely, often hilariously. It's the natural condition
for corporate workers to hate management consultants. In the popular
culture they're seen as arrogant, effete Ivy League SOBs who've
never worked a day on an assembly line but who still want to tell
the old-timers what to do, or whom to fire. The thing is, though,
they probably work more hours than you, their jobs are likely more
difficult than yours, and they've got to put up with more annoying
people than you do, too. They get more money, but not that much
more. At first, "House of Lies" seems to set out to make us hate
management consultants; its subtitle is "How Management Consultants
Steal Your Watch and Then Tell You the Time." But don't be surprised
if Kihn's book inspires pity, if not respect, for these guys;
they're a sorry bunch, and maybe it's time we were all a little
nicer to them.

"To be a management consultant is to be always on the defensive,"
Kihn writes. Everyone's always asking the consultant who died and
made him the expert. "What do you know about my business?" clients
ask. And those taunts are "nothing compared to the utter,
irredeemable, unknowing cruelty of one's parents, siblings, and
friends when they ask -- as they always do -- quite coolly but not
without a certain challenge to their tone: So, what do you actually
do?"

"This is a wickedly difficult question," Kihn writes, "one that
cannot, in truth, be answered." This seems like a cop-out at first,
but as we move through the book it begins to ring true; in Kihn's
narrative, there is ever less purpose to the consultants' existence.
Consultants aren't hired for their expertise, Kihn points out. Nor
are they hired for their ability to make strategic business
decisions, or to offer recommendations to a firm that anyone will be
expected to act upon. That's because, of course, consultants don't
have much specialized knowledge in many of their clients'
industries -- and so, for instance, because they don't know tires,
they don't attempt to offer any specialized knowledge on tires, and
any advice they offer will be ignored, because, well, they don't
know what they're talking about. Consultants are often hired to
search through and organize massive amounts of corporate data, but
Kihn gives no indication that consultants are any good at such labor-
intensive tasks. In the instances he describes, the consultants
certainly don't succeed.

Kihn ultimately suggests in a moment of epiphany that the real
reason firms hire consultants is stunningly simple, and ridiculous:
It makes companies feel good. For the most part, it turns out,
companies using consultants aren't doing all that badly (if they
were, they couldn't afford the consultants). Firms that solicit the
services of consultants are actually some of the biggest, richest
corporations in the world, and they'd do fine without extra help. So
why do they hire them? Because they can, Kihn says -- because
consultants, like limos and fancy office parties, are a luxury, and
companies like to indulge in luxuries. In Kihn's telling,
consultants are like extremely well-educated corporate call girls.
The clients don't care to listen to what consultants have to say;
they just want to see them go through the motions.

Consulting, like prostitution, is one of those careers one chooses
out of desperation; business students don't want to be consultants,
but when they're done with their MBAs they pick up consulting as a
short-term gig, something they think of as an easy way to pay off
their student loans. In business school consulting looks glamorous --
the tragedy, Kihn says, is that the kids have no idea what they're
getting into.

Though "House of Lies" is exceedingly smart and funny, over a couple
hundred pages it also turns unsettling, depressing and tragic. The
book is penned in the second-person ("I will not use that pronoun
again," the book begins), a technique that brings the action close,
smashing your face tight against the ugly goings-on. Kihn isn't
saying, after all, that he attended Columbia business school after
getting rejected by Harvard, and then joined an unnamed "top-tier
consulting firm" after getting rejected by McKinsey (the topmost-
tier consulting firm), and that, in the week after he started
working at this firm, the dot-com crash roiled the business world
and he watched the entire consulting industry implode in a haze of
jargon and lies and incompetence. Kihn's story is that all this
happened to you -- this could have been your awful life. Anyone is
at risk.

Consulting is like prostitution in another way, too -- it's a
surprisingly physically taxing exercise. Every Monday morning, the
consultant departs for his client's far-off plant. He remains there,
working day and night, with bad food, little sleep and no friends,
until Thursday afternoon. So consuming is this nomadic routine that
for the consultant travel arrangements become a constant
obsession. "There is no topic of conversation more galvanizing,
powerful, and useful among groups of top-tier management consultants
than the accoutrements of travel -- hotel facilities, American v.
United, Hertz v. Avis ..." To the consultant these things take on
the quality of a religion; in an ever-shifting world, national
airlines and chain hotels are all that sustain them.

Well, actually, that's not all -- they also have jargon, which Kihn
points out is of an altogether different sort than that of most
other professionals. Doctors or lawyers use inside words to exclude
outsiders, while consultants' jargon "must exclude without being
unapproachable," he says. Consultants' language "must function along
very slender dimensions," Kihn writes, "creating a patina of
authority while also seeming quite clearly to say something to the
listener ..." Kihn draws up a dozen-page-long glossary of consultant
jargon, many of whose words and phrases perform this double duty,
excluding while not seeming exclusionary ("blue sky"
for "brainstorm," or "bio break" for defecation).

But jargon is a poor substitute for actual language -- for talking,
for fighting, for laughing, crying -- and such human expressions are
nowhere to be found in the consulting world. Management consulting
as Kihn describes it is in the end a chilling, lifeless pursuit, in
which "unsolicited opinions are a one-way ticket to a counsel out,"
which is jargon for the pink slip. "Sacking is the payment for clear
points of view ... No war talk, peace talk, tax talk, or talk show
talk. No blather about Ireland, North Korea, southern Canada. No
moments when frustration escalates, the rage appears upon the
surface of your blood and you thwack! the team room table --
say, 'What an ASSHOLE!' No. No assholes. No whats. No frustration,
escalation, genetics ... no rage."

Given the difficult lives consultants lead, and the dubious payoff
for all of their efforts, you'd think someone in the American
business community would have wised up already. You'd think
consulting would be on the wane. But it's not. Though the industry
shrinks during recessions, during boom time there's always more work
for high-priced, useless outside advisors. The situation underscores
the latent absurdity of the American corporate world. Business
people, especially successful business people at huge corporations,
are thought of as rational, serious, logical people. "House of Lies"
shows you that business, like much of the rest of life, is
ultimately a silly enterprise. All royalty needs court jesters; for
the kings and queens of American business, consultants are necessary
comic relief.


Posted at 11:52 pm by KM
Make a comment  

Monday, September 19, 2005
A Wharton grad's caveat emptor for prospective MBAs

Came across one of a good post about "What to consider before jumping into full-time MBA"

A Wharton grad's caveat emptor for prospective MBAs

Everyone goes through a bit of an identity crisis in their twenties. In college, we all enjoyed the luxury of ignorance and optimism. The contestants on The Apprentice seem to be making it big, so why can't we? Unfortunately, once we finally make it into the real-life workforce, those dreams are quickly dashed by the corporate machine. As anyone at the bottom of the corporate ladder can tell you, the first few years of a business career will most likely resemble the movies "Office Space" or "Harold and Kumar Go To White Castle". Career promotion and salary increases often occurs at a snail's pace, and the level of intellectual stimulation is far lower than experienced in school.

After a few years of such ennui, when our defenses are down because of drinking and depression, many young professionals fall victim to the siren's song of an MBA-- and such a temptation is understandable. The graduate business programs of Harvard, Wharton, and Stanford reported in their 2003 career placement statistics that the starting median compensations were $106,000, $115,000, $120,000 respectively. In addition, they offer the opportunity to join a fraternity of future business leaders, to learn the skills necessary to succeed, to earn a valuable resume pedigree, to enter into an elite recruiting pool, and to take a two-year break from the rat race. They prop up examples like Donald Trump and George W Bush as examples of how an MBA program is the first step in becoming a master of the universe. What mortal can resist such a temptation?

I know this because I was in the same boat five years ago. Needless to say, I took the plunge and enrolled in Wharton's MBA program, class of 2002. Based on my experiences, I would like to take the chance in this article to provide an insiders perspective on the common misconceptions of the big name MBA experience. I feel the responsiblity to share this knowledge with you because I feel that biz-school marketing materials make a lot of claims: some of them are true, and some of them are, shall we say, half-truths.

First, let's start with the true statements.

True Statement #1: The People
One benefit of attending a top MBA program is that you will meet many brilliant, interesting, fantastic people just like you. You will quickly make friends, and you will discover many people of unfamiliar cliques, castes or countries whom you normally would never speak to but actually turn out to be fascinating individuals. As a graduate myself, I can tell you that I met several of my dearest friends at Wharton. I can also assure you that I'm not the only one who feels this way. Every top-MBA program grad I ever speak with will invariably wax poetic about the wonderful people they met in their business school years.

True Statement #2: Two More Years Of College
Who wouldn't want another two years of college now that you know how to appreciate it? This point should be obvious, so I won't delve into details. Instead, here's a list of some collegiate perks that most people would love to revisit: Fridays off, high concentration of single men/women, parties, time to pursue hobbies, a chance to pursue an activity you never did in college (journalism, theater, singing, etc), elective courses, spring break... and the list goes on.

****

Now let's move on to the half-truths

Half Truth #1: Money
The myth of the six-figure-plus salary for an MBA graduate seems to be emblazoned into the collective unconscious. Every MBA website mentions it, the Business Week and US News and World Report articles report on it, and every watercooler kibbitzing session on the topic of the MBA invariably broaches it. This six-figure salary is often much higher than that of your typical MBA applicant. The Graduate Management Admissions Council estimates that an MBA degree provides an increase of 35% in salary pre and post MBA.

These rumors, conjectures, and statistics provide a quite alluring draw, so let's explore them a bit. In all fairness, there are many individuals who receive high salaries upon graduation. My colleagues who have pursued the finance and consulting paths have amassed quite a respectable quantity of what the Notorious BIG refers to as "paper". One of my friends working in finance even managed to pull down a $500,000 bonus in 2003. Enough said.

Unfortunately, however, there is a flip side. Median compensation numbers are inflated a bit since the schools only release statistics on self-reported information, and not all graduates reply to the survey. For example, the $115,000 median income from the most recent Wharton career report is the average of the 600 respondents, not of the 778 graduates. This disconnect introduces what statisticians refer to as a "non-response bias", meaning that when it comes to reporting something as ego-sensitive as compensation, people receiving low salaries are unlikely to respond. Such a bias implies that the true average compensation is probably somewhat lower. To give a real world example, I personally chose not to reveal my salary information to the Career Management office because I felt slightly emasculated in admitting to my relatively meager remuneration.

Secondly, one must beware of what I refer to as the "Keanu Reeves Factor" (in homage to his riveting performance in A Devil's Advocate). The Keanu Reeves factor dictates that in order to earn these six-figure salaries, one typically needs to land a job in investment banking or management consulting where one must sell one's soul to the devil. This underworld reference is not intended to refer to the "insert-your-favorite-corporate-crook-here" MBA graduates of yesteryear, but rather to the infernal quality of life that entry level consulants and investment bankers lead. The hours are really, really, long and you completely surrender control over your life. A good friend of mine at a major investment bank said it best in a recent informal interview, "It sucks even worse than people say it sucks."

Thirdly (if that's actually a word), the return on investment might not be as high as you might think. If you will excuse the irony of using a concept learned in business school to refute the value of business school, please consider the following example:

Assume that the Graduate Management Admissions council is correct and that an MBA engenders a 35% salary increase. Also assume that the $115K salary is correct. If one were to take into account the changes in marginal tax rates, the years of lost income, et cetera, the change in Net Present Value for your ten years after business school would be -$53,000. This figure is primarily driven by the fact that the student loan repayments for such a hefty sum would have to be a staggering, non-tax deductible $1,500/ month (assuming a 10 year repayment period). Put into more simplistic terms, if one were to leave an $85K/year job today for the hope of getting a $115K/year job two years from now, your net yearly take-home pay (after loan repayments) will be actually be lower than if you simply stay put for the first several years. You won't even break even until about twelve years from now.

Please refer to my link for further explanation.

In summary, the possiblity of a significant salary increase do exist for MBA graduates, however that gamble comes with a hefty price. Could that money perhaps be spent better somewhere else? How about saving or investing the money? Or perhaps even investing it in a business of your own?


Half Truth #2: A Chance To Re-Invent Oneself
Perhaps with a teenager's ignorance, you began on a path that has led you to a less-than-ideal career. Maybe a major in sociology seemed like a good idea at the time, but now you've awaken to discover that your job as a social worker just isn't as rewarding as you thought it may be. Well, it just so happens that business schools love to woo people like you. They will herald you in the literature as coming from a "non-traditional background". I'm sure if you log onto any MBA website there will be a testimonial from the proverbial Cinderella who was radically transformed from an art curator into an investment banking tycoon.

Such an opportunity does exist, however there is a flip side-- namely that, as Napoleon Dynamite might say, "Sweet companies only want guys with skills", meaning that an employer will typically only hire the candidate with the most complete portfolio of job-related experience available. As a result, non-traditional candidates often lose out on a finance position (for example) to those with more finance or industry-specific related accomplishments on their resume.

MBA programs do offer the opportunity to gain some of these skills through internships, classes, clubs, etc, however let the buyer beware that if you are looking to re-invent yourself, you may be in for an uphill climb.


Half Truth #3: Pedigree
I won't lie, having the words Wharton MBA graduate on my resume looks nice. I have played the card sucessfully in promotion discussions, to the tune of "I have a Wharton MBA so surely I'm qualified to take on more strategic responsibility", and my company has enjoyed playing the same card in client discussions, singing paeans like "we're putting a Wharton MBA on your account so you needn't worry".

The only caveat here is that the pedigree is often not enough. Any corporate decision related to hiring, promotion, compensation et cetera will usually be based on either merit, personal charm, politics, physical appearance, and nepotism first. Pedigree comes second. It break a tie, but that's about it. In order to make it in the business world you have to know the right people, walk the walk, talk the talk, and fight like hell. These rules don't change with a fancy degree. Trust me.


****


In conclusion, my been-there-done-that experience has taught me that a top MBA program provide some benefits, but at a steep price. If you are currently considering attending a full-time program, please stop to ask yourself whether or not you are willing to take the risk. Business school is a big risk. Should you choose to enroll, the only certainty is that you will shell out about $125,000. Such a figure correllates to a $1,500/month non-deductible loan repayment and a ten-year period of time in which you will not be able to save a red cent. If you think that this payment is worth it to earn the pedigree, the fraternity, the two years off, and a shot at the big bucks, then the MBA is right for you.

If not, please do something else.

Posted at 05:09 pm by KM
Comment (1)  

Previous Page Next Page





Links

Home
MBA Advice
CAT prep [external]
GMAT prep [external]
Wharton Knowledge
Insead Knowledge
HBS Working Knowledge
Clear Admit
BusinessWeek B-school Page
Hoovers
Vault
Business2
BOOK LIST

ISB Interiews

ISB Interview Exps 2005 R1
ISB Interview Exps 2005 R2
ISB Interview Exps 2005 R2

Most popular posts

Management Consulting
Wharton Grad Caveat Emptor
International MBA
Financing 'phoren' MBA
B-school Hard Facts
True Leaders
Days before B-school
ISB Vs IIM Vs US-Bschools
MBA Systems Job Profile
Why Bschool Essays
What is Business Analyst
Why mba admission essays


ISB Blogs

Absolute [ISB 06]
Bharani [ISB]
Codecutter[ISB]
ContendedBloke
Chanakya
Days @ ISB
Errant me [ISB]
Eklavya
ISB Days
ISB in Pics
ISB MBA
Raghini [ISB]
Ramki [ISB 06]
Ramki [ISB 05]
Shameek[ISB]
Suneetha [ISB]
Sumit [ISB]

SPJain Blogs

Aditya [SPJIMR]
Kanishka [SPJCM]
Retail [SPJCM]
Sameer [SPJIMR]
Venky [SPJCM]

IIM A Blogs

Bharathi
Supervish
Sidin

IIM B Blogs

Anurag
Aadish
Chiranjeevi
Elysia
KIMA
Vinod

IIM C Blogs

Abhinav
Arvind
Atticus
Nitid
Vidhu

IIM I Blogs

Ashwin [IIM I]
IIM Indore Magazine
PHD [IIM I]
Unofficial IIM I Blog

IIM K Blogs

Alok
CrimonRiver
Divya
GG
Modec
Prithesh
Priya
Ronald
Sathish

IIM L Blogs

Gaurav Sabnis
IIM Hell
Jaya Jha
Midnightmare
Mahesh
Narasimhan
Rohit
Rajat Mehrotra
Sriram
Shivaprasad
Shreyas Gopinath
Venkat
Vijay

IIFT Blogs

Rahul

Symbiosis Blogs

Anish[SCMHRD]
Vishal [SIIB]
Troika [SIBM]

FMS Blogs

Ankush
Lijo
Nutty
Prad
Sandeep
Shankar

XLRI Blogs

Ashish [XLRI]
Manpreet
Siddharth [XLRI]
Sonia
XLRI News
XLRI Alumni

GLIM Blogs

Harip [GLIM]
Sobee [GLIM]

MDI Blogs

Ketan
Prateek [MDI]
Saurabh

XIMB Blogs

Prasun [XIMB]

Fuqua Duke Blogs

AttaGirl
Simba [Fuqua]

Wharton Blogs

Future MBA Girl [Wharton 06]
Wharton's Adcom Blog
Wharton Student Blogs

Other B-school Blogs

Dave
GMAT Club Blogs
MBA Nuggets
MBA Frames
Metal
MBA Ideas
Sathyaraj
Saikat [IMI Delhi]
The Big Eyed FIsh
ThoughtCurry
UrMad [ICFAI, Hyd]
Yukteshwar









rss feed