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Accenture Consultant Salary | Expert Consulting Salary Assessment

The Accenture consultant salary is sure to be at the top of your mind as you’re thinking about applying for a consulting position at the company. Accenture is one of the largest companies in the world, with over $40 billion in annual revenues and half a million global employees. But consulting as an industry has experienced a boom in recent years, meaning Accenture has had to increase salary levels to remain competitive for top talent. Accenture knows that, for example, any given applicant is going to be comparing a Deloitte vs. Accenture salary. In this article, we’ll walk you through the ins and outs of the Accenture consultant salary and how it varies by level, location, job type, and more.

Accenture Consultant Salary Overview

You may have seen figures suggesting the average Accenture management consultant salary is somewhere in the area of $100,000 per year. This figure can be somewhat misleading. There are actually many different jobs on the consultant career path. Further, employees command different salaries for a variety of factors, from education, to experience and expertise, to location and sector.

For instance, the Accenture entry level salary for the consultant path is, on average, $78,000 per year. Only a few promotions away, the Accenture business consultant salary averages $111,000 per year, and can pay as high as $170,000 per year. The Accenture consultant salary for employees with an undergrad degree averages $78,000 as a base salary, with a signing bonus of up to $500 and a relocation payment of up to $2,500. The Accenture MBA salary is much higher, averaging a base of $105,000 per year with a signing bonus of $5,000.

Keep in mind, these numbers are averages for roles across practice areas. If you are in a practice area like Accenture Strategy, your salary and bonuses will be much higher than average.

Accenture Consultant Salary by Role

While personal and regional differences will have an impact on your compensation at Accenture, it’s still most helpful to break down the Accenture management consultant salary by role.

Accenture Consultant

The average Accenture Consultant salary across all positions and regions is $101,000 per year.

Accenture Consulting Analyst:

Accenture Consulting Analyst salary is $75,000 per year, though it can range from $60-87,000. This reflects that the title refers to an employee still early on in their Accenture career path, so this is really the Accenture entry level consulting analyst salary.

Accenture Technology Consultant

Accenture Technology Consultant salary pays an average of $98,000 per year.

Accenture Senior Consultant

After being promoted to the level of Senior Consultant, the Accenture Senior Consultant salary rises to an average of $110,000 per year, with some employees making as much as $167,000.

Accenture Management Consulting Analyst

Despite the lengthy title, the position of Management Consulting Analyst only pays a bit more than Accenture entry level salary. The Accenture Management Consulting Analyst salary averages $79,000 per year, with a range from $59-95,000.

Accenture Junior Consultant

The average Accenture Junior Consultant salary is $75,000 per year, with a range of $60-88,000.
Accenture Strategy Consultant: The average Accenture Strategy Consultant salary is $117,000, with a range of $80-160,000.

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Accenture Career Path

Accenture values ambition and self-generated motivation in their employees. The company also employs a strong hierarchical organization. Therefore, Accenture expects its employees to always be working toward promotion. This is one of the ways they demand high performance—though it also creates a highly competitive internal environment.

Within the consulting track, employees are typically hired in the Analyst position, and can be promoted within that track for two years before reaching the level of Consultant. Within two to three years Consultants may be promoted to Manager, then in two to four years to Senior Manager, then within three to give years Managers may be promoted to Managing Director. Each level has a deadline by which employees must either be promoted or seek employment elsewhere. This is referred to as an “up or out” policy, common across consulting firms.

Spread across all divisions at Accenture, employees are also promoted to different levels. Employees are typically hired at level 12 or 11, and promotions within the levels system mean decreasing numbers. The Accenture career levels’ salary influence is strong, with seniority a major determining factor in the Accenture consultant salary that is offered.

Accenture Glassdoor Reviews

Overall, Accenture receives a score of 3.9 stars out of 5 on Glassdoor. This reflects a polarized range of responses to some of the same conditions. For instance, some employees respond very negatively to the highly competitive atmosphere. Other employees thrive on the sense of competition. Some employees rave about the fact that the job constantly challenges them. Others say the heavy workload is stressful and harms work-life balance & overall wellness. Many reviews express some satisfaction with the Accenture business consultant salary, though they note that other top-tier consulting firms pay higher salaries.

Accenture UK Consultant Salary vs. Accenture Consultant Salary US

One of the main factors in the differences in Accenture strategy consultant salary is location. With offices in 120 countries, Accenture deals with a wide variety of economic conditions. For example, there is a notable salary difference between the US and the UK. The average Accenture UK Consultant salary is £50,605/yr. At the time of writing, this was the equivalent of $64,700. The average Accenture Consultant salary US was comparatively higher, at $101,000 per year.

This reflects broader industry trends in which UK salaries are typically lower than US salaries. However, it doesn’t tell the full difference. UK employees enjoy a great deal more social protections than US employees, as well as a nationwide cost of living almost 7% lower, and average rents almost 30% lower than the US.

Conclusion

If you are planning on working with a global consulting firm in the hopes of earning a high salary, Accenture probably has your attention. The Accenture entry level salary is not bad at all! Some other top firms may boast higher figures, but Accenture holds its own. For example, the Deloitte vs. Accenture salary battle favors Accenture, with an average Accenture consultant salary of $101,000 per year versus $87,000 for consultants at Deloitte.

However, as you set your expectations, you should be aware that a lot of different factors play into each Accenture management consultant salary. If you do manage to get hired, your average Accenture consultant salary will depend on your specific employee profile, how far you progress, and on the region in which you’re hired. This will also have an impact on how far your money will go. For more salary information for many other consulting firms, see our comprehensive salary report.

Additional Reading:

• Management Consultant Salary
• PwC Consultant Salary Overview
• BCG Consultant Salary
• What To Expect For A Senior Consultant Salary
• Booz Allen Hamilton Consultant Salary
• Deloitte Consultant Salary
• KPMG Salary
• Best Consulting Firms for Undergrad Salary
• Best Consulting Firms For MBA Consultant Salary
• Big 4 Accounting Firms Salary: Which Pays Most?

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Management Consulting Salary [2020] | MConsultingPrep

Let’s face it – no matter what you say in a consulting interview, those six-digit salary figures are quite tempting; so in this article, let’s explore and compare the salary of management consultants at 12 top consulting firms, including McKinsey, BCG, Bain (Big 3), the Big 4 firms and Accenture.

Disclaimer:

• Unless stated otherwise, salaries in this article are based on US figures – the precise numbers vary from place to place, and we will provide additional insights where possible.
• “Total Annual Salary” includes Base Salary, Performance Bonus, and Profit Sharing. One-time sums are not counted such as Relocation or Signing Bonus.
• Actual figures may vary, depending on location, position, experience, performance and time of report. The figures in this article are rough estimates based on field reports, and rounded to the closest 500.

How Much Do Management Consultants Make?

At top consulting firms, entry-level management consultants may earn $100,000 each year (bonuses and profit sharings included), while senior consultants may earn up to $200,000. Project leaders/managers are typically paid $200,000-$250,000. Partner-level managers (partners, directors, principals) can earn up to $1,000,000-$1,300,000.

In this article, we’ll explore the salary and bonuses for the following 12 consulting firms:

• MBB (Big Three firms): McKinsey, BCG, Bain
• Big Four firms: Deloitte, KPMG, EY, PwC
• Other firms: Accenture, AT Kearney, LEK, Oliver Wyman, Booz Allen Hamilton

1.

McKinsey & Company Consulting Salary

McKinsey salary for entry-level consultants (Analysts) ranges from $90,000 to $110,000 per year, while the figure for MBA-level/experienced Associates can go up to $233,000. Engagement managers typically earn around $250,000, while Partners and Directors can earn up to $1,300,000.

McKinsey Analyst Salary (Undergraduate/Entry-Level)

• Base: $88,000 (Canada: CA$82,000, UK: £45,500, India: ₹1,635,000, China: ¥290,000)
• Performance Bonus: up to $15,000 (UK: £5,000, India: ₹450,000)
• Profit Sharing: up to $10,000 (China: ¥48,000)
• Retirement: 7% annual contribution every year to 401K plan
• Signing Bonus: $5,000 (UK: £3,000)
• Relocation: $2,000-10,000
• Total Annual Salary: up to $113,000

McKinsey Associate Salary (MBA/Experienced-Level)

• Base: $168,000 (UK: £84,000) (China: $116,000)
• Performance Bonus: up to $35,000
• Profit Sharing: up to $30,000
• Retirement: 7. 5% into 401k
• Signing Bonus: $30,000
• Relocation: $2,000-9,000
• Total Annual Salary: up to $233,000

McKinsey Engagement Manager Salary (Manager-Level)

• Base: $175,000
• Performance Bonus: Up to $77,000
• Profit Sharing: $30,000
• Total Annual Salary: up to $282,000

McKinsey Associate Partner/Partner/Director Salary (Partner-Level)

• Base: $572,000 – $1,000,000
• Performance Bonus: Up to $252,000 – $300,000
• Total Annual Salary: up to $1,300,000

2. Boston Consulting Group (BCG) Salary

At BCG, junior Associates earn around $90,000 to $110,000 per year, while the more senior Consultants can earn up to $215,000. Project Leaders has an even higher income – around $200,000-$260,000, while Principals and Partners top the scale at $1,150,000.

BCG Associate Salary (Undergraduate/Entry-Level)

• Base: $90,000 (UK: £71,000, India: ₹1,600,000)
• Performance Bonus: up to $18,000 (UK: £6,000, ₹300,000)
• Profit Sharing: up to $4,500
• Retirement: Profit-sharing deposited into 401k account
• Signing Bonus: $5,000 (UK: £3,000)
• Relocation: $5,000-8,000
• Total Annual Salary: up to $112,500

BCG Consultant Salary (MBA/Experienced-Level)

• Base: $165,000 (UK: £90,000) (Australia: A$160,000) (China: ¥700,000)
• Performance Bonus: up to $41,500 (UK: up to £25,000) (Australia: up to A$61,500)(China: ¥260,000)
• Profit Sharing: up to $9,000 (China: up to ¥200,000)
• Retirement:$10,000 into 401k (UK: up to 9% match) (Australia: A$16,000)
• Signing Bonus: $30,000 (UK: £15,000) (Australia: up to A$40,000)
• Relocation: $2,000-8,000 (Australia: up to A$7,500)
• Total Annual Salary: up to $215,500

BCG Project Leader Salary (Manager-Level)

• Base: $178,000
• Performance Bonus: Up to $60,000
• Profit Sharing: $28,000
• Total Annual Salary: up to $266,000

BCG Principal/Partner Salary (Partner-Level)

• Base: $600,000-850,000
• Performance Bonus: up to $300,000
• Total Annual Salary: up to $1,150,000

3.

Bain & Company Salary

Bain consultant salary ranges from a maximum of $122,500 for junior Associate Consultants, to a $226,500 for senior Consultants. Case Team Leaders can make up to $242,000 per year, while Managers, Partners and Principals may earn as much as $1,000,000.

Bain Associate Consultant Salary (Undergraduate/Entry-Level)

• Base: $90,000 (UK: £65,000, Canada: CA$80,000, China: ¥310,000, India: ₹1,800,000)
• Performance Bonus: up to $22,500 (UK: £6,000, Canada: CA$10,000, China: ¥50,000, India: ₹200,000)
• Profit Sharing: up to $10,000 (Canada: CA$5,000)
• Retirement: 4.5% of base + bonus into 401k, no contribution required
• Signing Bonus: $5,000 (UK: £3,000)
• Relocation: $5,000
• Total Annual Salary: up to $122,500

Bain Consultant Salary (MBA/Experienced-Level)

• Base: $165,000 (UK: £86,000, Canada: CA$160,000, India: ₹3,500,000, Germany: €103,000)
• Performance Bonus: up to $41,250 (UK: up to £20,000, India: ₹770,000, Germany: €25,000)
• Profit Sharing: up to $20,000 (UK: £6,000, Canada: CA$20,000)
• Retirement: 401k contribution up to $8,000 (UK: £10,000)
• Signing Bonus: $30,000 (UK: £15,000)
• Relocation: $8,000 for under 400 miles; $16,000 for over 400 miles
• Total Annual Salary: up to $226,500

Bain Case Team Leader Salary (Manager-Level)

• Base: $175,000
• Performance Bonus: up to $37,000
• Profit Sharing: $30,000
• Total Annual Salary: up to $242,000

Bain Manager Salary (Manager-Level)

• Base: $185,000
• Performance Bonus: up to $60,000
• Profit Sharing: $40,000
• Total Annual Salary: up to $285,000

Bain Principal/Partner Salary (Partner-Level)

• Base: $400,000
• Performance Bonus: $400,000-600,000
• Total Annual Salary: up to $1,000,000

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4.

Deloitte Consulting Salary

Deloitte junior consultants have a maximum annual salary of $98,000, with $85,000 as base. Senior consultants can make up to $201,000 per year.

Deloitte Analyst Salary (Undergraduate/Entry-Level)

• Base: $85,000
• Performance Bonus: $13,000
• Retirement: 25% match for the first 6% of individual contributions in 401k
• Signing Bonus: $12,500
• Total Annual Salary: up to $98,000

Deloitte Consultant Salary (MBA/Experienced-Level)

• Base: $160,000 (Toronto: C$105,000) (Calgary: C$100,000) (Mexico City: MXN700,000)
• Performance Bonus: up to $41,000 (Mexico City: up to MXN35,000)
• Retirement: 25% match of first 6% into 401k (a total of 1.5%)
• Signing Bonus: $30,000 ($20,000 contingent on signing early) (Canada: C$15,000)
• Relocation: up to $10,000
• Total Annual Salary: up to $201,000

5. KPMG Consulting Salary

KPMG junior consultants have a maximum annual salary of $83,000, with $75,000 as base. Senior consultants can make up to $185,000 per year.

KPMG Analyst Salary (Undergraduate/Entry-Level)

• Base: $75,000
• Performance Bonus: up to $8,000
• Retirement: up to $7,500
• Signing Bonus: up to $2,000
• Total Annual Salary: up to $83,000

KPMG Consultant Salary (MBA/Experienced-Level)

• Base: $160,000
• Performance Bonus: up to $25,000
• Retirement: Match 50% (2.5%) if deposit 5% + pension contribution
• Signing Bonus: up to $45,000
• Relocation: up to $5,000
• Total Annual Salary: up to $185,000

6. PwC Consulting Salary (Strategy&)

PwC junior consultants have a maximum annual salary of $108,000, with $90,000 as base. Senior consultants can make up to $185,000 per year.

PwC Associate Salary (Undergraduate/Entry-Level)

• Base: $90,000
• Performance Bonus: up to $18,000 (20% of base)
• Signing Bonus: $5,000
• Relocation: up to $2,000
• Total Annual Salary: up to $108,000

PwC Senior Associate Salary (MBA/Experienced-Level)

• Base: $150,000
• Performance Bonus: up to $35,000
• Retirement: 25% match up to 6%; 1% immediate separate contribution
• Signing Bonus: $30,000 (paid at start of work)
• Relocation: up to $2,000
• Total Annual Salary: up to $185,000

7.

EY Consulting Salary (EY-Parthenon)

EY junior consultants have a maximum annual salary of $101,000, with $92,000 as base. Senior consultants can make up to $180,000 per year.

EY Associate Salary (Undergraduate/Entry-Level)

• Base: $92,000
• Performance Bonus: up to $9,000 (10% of base)
• Signing Bonus: $10,000
• Relocation: up to $2,000 (local)
• Total Annual Salary: up to $101,000

EY Senior Associate Salary (MBA/Experienced-Level)

• Base: $170,000
• Performance Bonus: up to $10,000
• Signing Bonus: $35,000
• Relocation: up to $2,000
• Total Annual Salary: up to $180,000

8. Accenture Consulting Salary

Accenture junior consultants have a maximum annual salary of $113,000, with $87,000 as base. Senior consultants can make up to $200,000 per year.

Accenture Analyst Salary (Undergraduate/Entry-Level)

• Base: $87,000
• Performance Bonus: up to $26,000 (30% of base)
• Retirement: 6% match for 401k after 1st year
• Signing Bonus: $12,500
• Relocation: up to $5,000
• Total Annual Salary: up to $113,000

Accenture Consultant Salary (MBA/Experienced-Level)

• Base: $155,000 (Canada: C$135,000) (UK: £83,000)
• Performance Bonus: $30,000 + $15,000 for top performers (UK: £10,000)
• Retirement: 6% match for 401k after
• Signing Bonus: $35,000 + $17,500 early sign on for returning interns (Canada: C$25,000) (UK: £31,500)
• Relocation: up to $10,000
• Total Annual Salary: up to $200,000

9.

Other Consulting Firms Salary

AT Kearney Consulting Salary

Booz Allen Hamilton Consulting Salary

Oliver Wyman Consulting Salary

LEK Consulting Salary

10. Comparing Management Consulting Salary

11. Salaries When Exiting Management Consulting

Short answer: You get a raise when you quit the job.

And here’s the long answer:

Even though management consulting is among the best-paid jobs, with a few years of experience, you will receive even higher-paying offers from outside the industry – typically ranging from +20% to + 50%, but sometimes as high as +100-200%!

This is the exact reason so many people willingly exit the industry within the first few years, but at the same time, it explains why management consulting is so attractive – those learning opportunities will catapult your career and your salary sky-high!

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Management Consulting Salary-Market Report for 2022

• Last Updated on September 11, 2022 9:51 am

Erica Suesserman

ex-BCG Recruiter

Contents

Salary Packages Overview

Salary Packages to Other Offers

Salary Packages: Undergraduate and Master’s Degree

Trajectory of Management Consultant Career

Salary Packages: MBA Full-Time Hires & Ph. D.’s

Contents

Salary Packages Overview

Salary Packages: Undergraduate and Master’s Degree

Salary Packages: MBA Full-Time Hires & Ph.D.’s

Salary Packages to Other Offers

Trajectory of Management Consultant Career

It’s no secret that one of the things that draws lots of college seniors and MBA students to the management consulting field is the high salaries and year-end bonuses. But what does a typical management consulting salary look like?

We’ve surveyed recent hires by firms like Bain, BCG, McKinsey, Accenture, and Deloitte and can tell you.

In this article, we’ll provide:

• An overview of management consulting salaries in 2022,
• Management consultant salaries for undergraduate and Master’s degree full-time hires,
• Management consulting salaries for MBA degree & Ph.D full-time hires,
• How to compare management consulting salary packages to other offers, and
• The trajectory in management consulting careers.

Let’s get started!

Overview of Management Consulting Salary Packages

What should you actually think about when you are considering a management consulting salary package?

A management consultant compensation package includes:

• A base salary,
• A (one-time) sign-on bonus,
• An annual performance bonus, and
• A (one-time) relocation payment (depending on company policy and circumstances).

The first thing to note is that a management consultant salary is typically non-negotiable at the base salary level. If you’re going into an offer with the hopes of negotiating an additional few thousand dollars, think again. Most firms, especially top strategy firms, want to keep salaries at a consistent starting level for an incoming cohort. The compensation tiers for management consultant salaries are not flexible.

For some firms, these compensation tiers are the same across all offices in a region. (Ex: the BCG consultant salary for someone in Atlanta will be the same as the salary for a BCG consultant in New York). Because of this, it’s important to consider your office preferences and your cost of living.

Other firms, like PwC for example, have a pay scale that varies by office. An Associate in PwC’s Atlanta office would have a slightly lower salary than an Associate in New York because of New York’s higher cost of living.

The consulting firms typically don’t even talk about salaries until their first offer letters are sent out. Once they are sent out, however, Bain, BCG, and McKinsey sometimes “update” starting salaries based on the salaries offered by other firms within this group of consulting firms. These “updates” are not always made, however.

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Experienced Hire Salaries

Experienced hires have wiggle room to negotiate the amount of their sign-on bonus or relocation payment if they have a good reason (e.g., a candidate moving a family rather than just themselves).

But experienced hires shouldn’t have the expectation that they’ll be able to negotiate a substantial increase in their offer. Top consulting firms know they have strong reputations and that many people want to work for them.

As an experienced hire coming in with several years of relevant experience, your best shot is to try to negotiate the level at which you enter the firm. Coming it at a higher level would get you a higher base salary and sign-on bonus. In the end, though, the consulting firms’ compensation packages are pretty set.

[Note: We have not included experienced hires in our salary charts since the salaries vary widely depending on the level at which a recruit is hired.]

Affect of COVID on Management Consulting Salaries

A lot of people wonder how COVID has affected consulting compensation. This varies by firm, but most top tier consulting firms have been able to keep staff salaries the same, with partners taking the greatest hit to their compensation.

Some firms have increased base salaries and performance bonuses as a way to incentivise staff to stay. (See this article about PwC for one example.) On the other hand, some firms have had to make pay cuts which have left their staff feeling under-appreciated. These cuts have been paid back in some cases. (See this article on Deloitte as an example.)

In the tables below, we provide a basic overview of what a management consultant compensation packages look like. First, we’ll cover management consultant salaries for undergraduate and Master’s degree candidates. After that, we’ll cover management consultant salaries for MBA and Ph.D hires.

The focus of our consultant salary research was the North American market.

Management Consultant Salary Packages: Undergraduate and Master’s Degree Full-Time Hires

McKinsey, Bain, & BCG Consultant Salaries

McKinsey Business Analyst Salary	$100,000	up to $30,000	up to $120,000	$5,000		19	up to $10,000
Bain & Company Associate Consultant Salary	$90,000	up to $22,500	up to $112,500	$5,000	4. 5% of base + bonus into 401k	20	up to $5,000
BCG Associate Salary	$110,000	up to $18,000	up to $108,000	$5,000	profit sharing 5% into 401k, Immediately vested.	15	up to $8,000

Tier 2 & Big 4 Consultant Salaries

Boutique Strategy Firm Consultant Salaries

L. E.K. Undergraduatte & Masters Consultant Salary	$80,000	up to $3,000	up to $83,000	$15,000		15 days	$2,500
Oliver Wyman Undergraduate & Masters Consultant Salary	$87,000	up to $10,000	up to $97,000	$10,000	3% match	17 days

Management Consulting Salary Packages: MBA Full-Time Hires & Ph.D.’s

McKinsey, Bain, & BCG Consultant Salaries

McKinsey Associate Salary	$175,000	up to $45,000	up to $220,000	$30,000	7. 5% into 401k	19	up to $12,000
Bain & Company Consultant Salary	$175,000	up to $41,250	up to $216,250	$30,000	401k contribution up to $8,000	25	up to $8,000
BCG Consultant Salary	$190,000	up to $43,750	up to $218,750	$30,000	10% Profit sharing into 401k PL and above.	15	up to $8,000

Tier 2 & Big 4 Consultant Salaries

Accenture MBA & Ph.D. Consultant Salary	$155,000	up to $30,000	up to $185,000	up to $5,000	6% match for 401k	21 days	up to $10,000
Deloitte MBA & Ph. D. Consultant Salary	$150,000	up to 20%	up to $180,000	up to $20,000	25% match of first 6% into 401k	25 days	up to $5,000
PwC MBA & Ph.D. Consultant Salary	$150,000	up to 20%	up to $180,000	up to $30,000	25% match of 6% in 401k, + Wealth Builder contribution	22 days	up to $30,000
Strategy& MBA & Ph.D. Consultant Salary	$168,000	14-33%	up to $223,440	up to $30,000	25% match of 6% in 401k, + Wealth Builder contribution	22 days	up to $30,000
Ernst & Young MBA & Ph.D. Consultant Salary	$155,000	up to $15,500	up to $170,000	up to $30,000	match up to 6% in 401K	unlimited	up to $30,000
EY- Parthenon MBA & Ph.D. Consultant Salary	$170,000	up to 34%	up to $227,800	up to $35,000	25% match up to 6% in 401K	unlimited	up to $35,000
KPMG MBA & Ph.D. Consultant Salary	$145,000	up to $17,400	up to $162,400	up to $35,000	Match 50% of 5% in 401K + pension contribution	20 days	up to $35,000

Boutique Strategy Firm Consultant Salaries

L.E.K. MBA & Ph.D. Consultant Salary	$165,000	up to $25,000	up to $190,000	up to $25,000	up to 5% match for 401k, profit sharing max 38K	15 days
Oliver Wyman MBA & Ph. D. Consultant Salary	$160,000	up to $32,000	up to $192,000	up to $45,000	up to 3.5% match for 401K at start of 2nd year	17 days

How to Compare Management Consulting Salary Packages to Other Offers

If you receive multiple offers from top tier consulting firms, then you’ll need to know how to compare one against one another.

When you’re comparing consultant salary packages, it’s important to consider the following:

• Location of offer
• Base salary
• Performance bonus structure
• Sign-on bonus
• Pay-back timing
• Financial support for educational opportunities

Management Consulting Salary Variance by Office

As described above, some firms vary in their base salaries by office. It’s important for you to know which firms do this and which have one salary for a level across a region.

Typically, a Bain consultant salary, BCG consultant salary, and McKinsey associate salary will be the same regardless of what office you are hired by. They vary only based on the level you are hired at (e.g., analyst, consultant, engagement manager). Tier 2 and Big 4 firms, such as PwC, EY, and Deloitte, vary compensation packages based on the cost of living in different offices as well as on the level of the employee.

Performance Bonuses

In addition to a base salary, you’ll also be offered a substantial performance bonus. This performance bonus will vary based on a lot of factors though, most of which you can control and some of which you can’t (like overall demand for consulting services). 

So don’t let a large number sway you without digging into that number. You have to take into consideration your first year learning curve, the state of the business, and the way that the specific firm calculates their performance bonuses.

An important thing to ask the team/firm after you’ve received an offer is what is factored into a performance bonus. Performance bonuses can be based on:

• Strictly your own personal performance,
• The amount of business the firm sells,
• And even peer feedback.

How performance bonuses are calculated varies from firm to firm, so if you have competing offers, it’s important for you to note these things so you know what to expect at the end of your first year.

If your performance bonus is based on the profitability of the firm, you should also ask how many consultants are “on the beach” or not currently staffed on a client engagement. Find out if that will affect your performance bonus.

Typically, recruiting teams are pretty good at hiring based on business needs, but no one can predict the state of business exactly – especially during COVID. Performance bonuses are a large portion of the overall management consulting compensation package, so it’s important to take them into consideration when you receive an offer.

Performance Brackets

Another important thing to take into account is what percentage of consultants at the firm make the top tier of their performance bracket. For example, let’s say you receive an offer, and it’s mentioned in your offer letter that you can earn up to a 60% performance bonus. Sign me up, right??

Not just yet… A good question to ask is how many people actually achieve that top tier of the performance bonus structure. If only 3% of a 100-person practice hits that top tier mark, then only 3 people will get that performance bonus.

What type of bonus do the rest of the staff receive? It’s good to ask for and consider those statistics before assuming you will be in the top tier of a performance bonus payout.

When Are You Eligible for Performance Bonuses?

You’ll also want to ask if you’re eligible for bonuses right away. 

For example, some firms pay bonuses at the end of their fiscal year instead of the calendar year. Let’s say you are hired in August, but the performance bonus pay out is in September. You’ll have to wait an entire year to be eligible for a performance bonus! If you’re aware of this, it can be an excellent way to negotiate a sign-on bonus.

Sign-on Bonuses

Sign-on bonuses are another important thing to consider when comparing compensation packages. This is where candidates find they have the most leverage when negotiating. It’s rare to be able to negotiate a base salary, but firms are more flexible with a one time sign-on bonus, especially if a candidate has other offers on the table.

Some points that can help you increase your sign-on bonus include:

• You missed most of the fiscal year and won’t get to participate in a performance bonus.
• You have other offers on the table with a higher base.
• You’re not getting a relocation payout and you have to move cross-country.

Payback Policies for Sign-on Bonuses

It’s important to note that some firms have payback policies on their sign-on bonuses. Consulting firms offer high pay packages to get high-performing candidates to work for them, but they also want to keep the candidates long enough to re-coup the costs of hiring and training them. You might have to payback a percentage of your sign-on bonus or even the full amount if you leave the firm before the specified length of time.

It doesn’t look good to ask about the payback policy since it makes you look like you’re thinking of leaving after a relatively short period of time. But the length of the payback period should be detailed in your offer letter. Read the offer letter carefully.

Financial Support for Education

In addition, firms also offer a plethora of educational support and payback programs. If you are interested in getting a Master’s of Business Administration or another degree, then this is another great opportunity to consider when comparing management consulting salaries.

McKinsey, Bain, and BCG will pay for undergraduate hires who perform well to attend business school. In return, the consultants have to come back to the firm and work for them for 2 years after completing their MBA (or payback the cost of the degree like with the sign-on bonus).

Other Benefits

Management consulting firms also provide other benefits. Although the salary is important, consider the effect other benefits like health insurance and paid time off will have on your costs, your career, and overall your happiness.

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Trajectory of a Management Consultant Career

Career Trajectory at Bain, BCG, and McKinsey

The trajectory of a management consulting career at top firms like Bain, BCG, and McKinsey can be pretty predictable, though promotions do vary a bit based on performance. You may get promoted faster if you come in with experience and your performance is exceptional.

For example, at BCG you can expect to spend 2 years in the associate role. Top performers can spend another year as an associate and then get promoted to consultant without attending business school. But most associates leave the firm after 2 years to get an MBA or another advanced degree.

For incoming consultants, it takes about 2 years before you’re promoted to project leader, and 2 years before you’re promoted to principal.

Once you make principal, it takes about 4 years to make partner. This time depends on performance and getting the partner votes needed for this promotion.

The titles for different positions vary by firm, but each firm has a predictable promotion track. These timelines also hold for specialist roles like McKinsey Implementation or Operations as well.

In recent years, Bain and McKinsey have increased the number of undergraduate hires promoted directly to the next role without attending business school. This used to be very rare but nowthere are a few outstanding performers in each class who are promoted directly to the next role.

With these predictable promotions, you will receive substantial increases in your base salary in the future. As you are promoted, your performance bonus will have an enormous effect on your compensation and whether you want to stay in consulting, take a position with a client, or move to another career entirely.

Career Trajectory at Tier 2 and Big 4 Consulting Firms

For Tier 2 and Big 4 consulting firms, especially those with varying cohort levels and compensation by office, promotional tracks vary more by individual. Ask about what the promotional track looks like year by year, and to what degree it is based on performance vs. tenure.

Up or Out Policies

Consulting firms have “up or out” policies. You can’t come in as a business analyst and stay on as a business analyst for years because you like that type of work and are good at it. You must earn and take promotions or leave the firm.

This means that you will need to learn to manage other people, then manage a team and then multiple teams. As a partner, you will also be expected to sell consulting work.

Don’t be alarmed though; top consulting firms provide immense amounts of support to ensure that all consultants have the tools they need in order to be successful. People have time to demonstrate improved performance.

Not everyone who leaves consulting firms does so because they could not earn a promotion. Many consultants want to own business results for the long-term rather than coming in for a short project and then moving on to another client or industry. Some decide that they would prefer to use the problem-solving skills they’ve developed in consulting to work in private equity or other industries.

The knowledge and skills you build during a consulting career will be beneficial in whatever career you decide to pursue.

In this article we have discussed:

• An overview of management consulting salaries in 2022,
• Management consultant salaries for undergraduate and Master’s degree full-time hires,
• Management consulting salaries for MBA degree & Ph. D full-time hires,
• How to compare management consulting salary packages to other offers, and
• What your career trajectory can look like as a management consultant.

Still have questions?

If you have more questions about management consulting salaries, leave them in the comments below. One of My Consulting Offer’s recruiters will answer them.

Other people interested in the typical management consulting salary also found the following pages helpful:

• How to Write a Consulting Resume,
• Our List of Top Consulting Firms to apply to,
• What Is Consulting?

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All About Management Consulting Salaries

Management consulting salaries are a critical factor when you’re considering job offers. 

Whether you’re a student or recent graduate who’s looking for their first job in consulting or you’ve already got some experience under your belt and are seeking career progression, there are certain aspects of management consulting that you need to be aware of.

With so many consulting firms, all offering different remuneration packages and career path, your decision becomes much harder. 

Turning to Google might seem like the logical step to take but expect to be overwhelmed by the amount of arbitrary information that is presented to you.

That is why I’ve put together a comprehensive guide that compares management consultant salaries at some of the most prestigious consulting firms in the world.  

This includes McKinsey, the Boston Consulting Group (BCG), Bain & Company, Deloitte, and Accenture.

Hereafter, you can find a synthesis for MBB. 

Management Consulting Salaries: Synthesis

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Management Consulting Career Path

In general, careers in management consulting have similar pathways across industries and companies. 

However, titles might differ from a firm to another. 

Thus, the table below illustrates the management consulting career path you can expect to take on your journey from an entry-level analyst all the way through to making partner at five of the most respected management consulting firms.

Management Consulting Titles

Next, how long can you expect to stay at the same level?

Of course, it depends on your performance. 

For example, if you are a rockstar, you can make it from Analyst to Partner in less than 8 years. 

On the other hand, if you are on the other side of the spectrum, you can face the “up or out” policy. This means that if the firm isn’t ready to promote you to the next level at the end of the generally accepted time frame, they’ll ask you to leave the firm. 

But, these are extreme situations. Here is a table that summarizes the average number of years you should expect per role.

Management Consulting Career Path

Roles & Responsibilities

Next, let’s see the responsibilities per role.

The responsibilities below are broad strokes and will give you a basic sense of what type of activities you’d be primarily responsible for at each level.

Business Analyst Responsibilities

Business Analyst (BA) is the typical entry-level position for management consultants with an undergraduate degree.  

The role involves extensive research and data gathering of client problems together with the suggested solutions. This information is organized and presented to internal senior consultants in a compelling format such as a slide deck or PowerPoint presentation.

Furthermore, BAs will often be tasked with building financial models using tools like Excel to reinforce any recommendations as well.

For instance, here is a McKinsey Business Analyst job description: 

McKinsey Business Analyst Responsibilities

Check your target firm’s website for job opportunities. Or, alternatively, You may also find entry level consultant jobs with Jooble. 

Consultant Responsibilities

The role of Consultants and BAs overlap in many ways. Gathering data in some capacity is just one of them. 

However, once given an assignment, junior consultants are expected to work independently with minimal oversight to get the job done.

Senior Consultant Responsibilities

Senior consultants are more specialized than junior consultants and carry out more of a leadership role. As such, they are generally responsible for leading BA and junior consultant teams. 

Furthermore, due to the greater responsibility and the fact that they’re much ‘closer to the action’, senior consultants have more of a voice when it comes to internal discussions with senior leadership.

McKinsey Associate Responsibilities

Manager Responsibilities

Managers carry out a project management role. 

In consulting, this means Managers spend most of their time problem structuring, managing the analysts’ individual workstreams, and synthesizing them into a cohesive analysis.

In other words, they must organize the tasks that BAs, junior consultants, and senior consultants need to carry out, ensure that work is delivered on time and that the proposed solutions are effective. 

Besides, they are the bridge between the higher up principals and partners and the BAs, junior consultants, and senior consultants. 

For instance, they will then report to their principal and partner superiors on progress and outcomes.

Principal Responsibilities

There’s a saying – the closer you get to the top, the more challenging it often becomes. This rings true for principals. 

One step away from making partner, the first year in this position is touted as the most challenging in management consulting.

Principals have established themselves as experts in their field or specialized industry. The role consists of plenty of travel and meetings with clients. 

The reason? 

To foster strong relations and create new business opportunities that drive growth for the company.

Partner Responsibilities

Atop the typical management consulting tree sits the partner or director. 

Most of their work revolves around building new business relationships and maintaining existing ones. 

Partners are often the first point of contact during discovery calls and they will also follow-up on active cases and conduct the final meetings to wrap up cases.

Management Consulting Salaries

You now have a firm understanding of management consulting, including the typical career progression pathways, and the standard job descriptions at each level.

Now, let’s see the salary range that you can get as a consultant. 

However, before you look at the numbers, remember that management consulting salaries can vary significantly by location, and job titles can differ across companies. 

Therefore, I decided to focus my analysis of management consulting salaries on 2x regions: the US and France.

Management Consulting Salaries In The US

Business Analyst Salaries

Business Analyst Salaries

McKinsey Business Analyst Salary

The average base salary for a BA in the United States is $85,000 and the average total salary is $95,000. The additional pay consists of cash bonuses.

BCG Associate Salary

The average based salary that BAs in the United States can expect to receive is $85,000, with the total average salary being $95,000. The additional pay consists of cash bonuses, stock bonuses, profit sharing, and commission sharing.

Bain & Company Associate Salary

In the US, BAs working for Bain & Co can expect to make $86,000 annually in base salary. The total average salary comes in at $98,000 with the additional pay consisting of cash bonuses, profit sharing, and commission sharing.

Deloitte Analyst Salary

The average base salary for a BA working at Deloitte in the US is $76,000. The average total salary is $77,000 and the additional pay consists of cash bonuses, stock

Accenture Analyst Salary

Accenture offers BAs $78,000 in average base salary in the US. The average total salary is $79,000 with the additional pay consisting of cash bonuses, stock bonuses, and profit-sharing.

Consultant Salaries

Consultant Salaries

McKinsey Senior Business Analyst Salary

The average base salary for a junior consultant in the United States is $107,000 and the average total salary is $124,000. The additional pay consists of cash bonuses.

BCG Senior Associate Salary

The average based salary that junior consultants in the United States can expect to receive is $112,000, with the total average salary being $125,000. The additional pay consists of cash bonuses, stock bonuses, and profit-sharing.

Bain & Company Senior Associate and Consultant Salary

In the US, junior consultants working for Bain & Co can expect to make $103,000 annually in base salary. The total average salary comes in at $130,000 with the additional pay consisting of cash bonuses, stock bonuses, and profit-sharing.

Deloitte Consultant Salary

The average base salary for a junior consultant working at Deloitte in the US is $88,000. The average total salary is $91,000 and the additional pay consists of cash bonuses.

Accenture Consultant Salary

Accenture offers junior consultants $100,000 in average base salary in the US. The average total salary is $104,000 with the additional pay consisting of cash bonuses, stock bonuses, and profit sharing.

Senior Consultant Salaries

Senior Consultant Salaries

McKinsey Associate Salary

The average base salary for a senior consultant in the United States is $154,000 and the average total salary is $181,000. The additional pay consists of cash bonuses, stock bonuses, and profit-sharing.

BCG Consultant Salary

The average based salary that senior consultants in the United States can expect to receive is $157,000, with the total average salary being $186,000. The additional pay consists of cash bonuses, stock bonuses, and profit-sharing.

Bain & Company Case Team Leader Salary

In the US, senior consultants working for Bain & Co can expect to make $158,000 annually in base salary. The total average salary comes in at $186,000 with the additional pay consisting of cash bonuses, stock bonuses, and profit-sharing.

Deloitte Senior Consultant Salary

The average base salary for a senior consultant working at Deloitte in the US is $110,000. The average total salary is $119,000 and the additional pay consists of cash bonuses and profit sharing.

Accenture Senior Consultant Salary

Accenture offers senior consultants $108,000 in average base salary in the US. The average total salary is $113,000 with the additional pay consisting of cash bonuses, stock bonuses, and profit-sharing.

Manager Salaries

Manager Salaries

McKinsey Engagement Manager Salary

The average base salary for a manager in the United States is $180,000 and the average total salary is $233,000. The additional pay consists of cash bonuses, stock bonuses, and profit-sharing.

BCG Project Leader Salary

The average based salary that managers in the United States can expect to receive is $193,000, with the total average salary being $234,000. The additional pay consists of cash bonuses, stock bonuses, and profit-sharing.

Bain & Company Manager Salary

In the US, managers working for Bain & Co can expect to make $165,000 annually in base salary. The total average salary comes in at $222,000 with the additional pay consisting of cash bonuses, stock bonuses, and profit-sharing.

Deloitte Manager Salary

The average base salary for a manager working at Deloitte in the US is $141,000. The average total salary is $152,000 and the additional pay consists of cash bonuses, profit sharing, and commission sharing.

Accenture Manager Salary

Accenture offers managers $135,000 in average base salary in the US. The average total salary is $143,000 with the additional pay consisting of cash bonuses, profit sharing, and commission sharing.

Principal Salaries

Principal Salaries

McKinsey Associate Principal Salary

The average base salary for a principal in the United States is $225,000 and the average total salary is $402,000. The additional pay consists of cash bonuses, stock bonuses, and profit-sharing.

BCG Principal Salary

The average based salary that principals in the United States can expect to receive is $231,000, with the total average salary being $363,000. The additional pay consists of cash bonuses and profit sharing.

Bain & Company Principal Salary

In the US, principals working for Bain & Co can expect to make $219,000 annually in base salary. The total average salary comes in at $427,000 with the additional pay consisting of cash bonuses and profit sharing.

Deloitte Senior Manager Salary

The average base salary for a principal working at Deloitte in the US is $186,000. The average total salary is $209,000 and the additional pay consists of cash bonuses and profit sharing.

Accenture Senior Manager Salary

Accenture offers principals $183,000 in average base salary in the US. The average total salary is $196,000 with the additional pay consisting of cash bonuses, stock bonuses, and profit-sharing.

Partner Salaries

Partner Salaries

McKinsey Partner Salary

The average base salary for a partner at McKinsey & Co in the United States is $477,000 and the average total salary is between $1m and $1.5m. The additional pay consists of cash bonuses, stock bonuses, and profit-sharing.

BCG Partner Salary

The average based salary that partners in the United States can expect to receive is $344,000, with the total average salary being between $1m and $1.2m. The additional pay consists of cash bonuses and profit sharing.

Bain & Company Partner Salary

In the US, partners at Bain & Co can expect to make $324,000 annually in base salary. The total average salary comes in at $0.9m – $1.2m range with the additional pay consisting of cash bonuses.

Deloitte Partner Salary

The average base salary for a partner working at Deloitte in the US is $333,000. The average total salary is $388,000 and the additional pay consists of cash bonuses and profit sharing.

Accenture Director Salary

Accenture pays partners $297,000 in average base salary in the US. The average total salary is $332,000 with the additional pay consisting of cash bonuses, stock bonuses, and profit-sharing.

Management Consulting Salaries In France

Business Analyst Salaries

Business Analyst Salaries

McKinsey Business Analyst Salary

In France, the average BA base salary is €52,000 with a total average salary coming in at €58,000. The additional pay consists of cash bonuses.

BCG Associate Salary

BCG in France pays BAs an average base salary of €55,000 and a total average salary of €62,000. Cash bonuses and profit sharing make up the additional pay.

Bain & Company Associate Salary

Bain & Co in France offers its business analysts an average base salary of €51,000 and a total average salary of €57,000. Cash bonuses and profit sharing make up the additional pay.

Deloitte Analyst Salary

BAs working at Deloitte in France receive an average base salary of €42,000 and an average total salary of €43,000. The additional pay consists of cash bonuses.

Accenture Analyst Salary

The average base salary for a BA working at Accenture in France is €40,000 and the average total salary is €41,000. The additional pay is made up of cash bonuses, stock bonuses, and profit-sharing.

Consultant Salaries

Consultant Salaries

McKinsey Senior Business Analyst Salary

In France, the average junior consultant base salary is €75,000 with a total average salary coming in at €94,000. The additional pay consists of cash bonuses.

BCG Senior Associate Salary

BCG in France pays junior consultants an average base salary of €80,000 and a total average salary of €101,000. Cash bonuses, stock bonuses, and profit-sharing make up the additional pay.

Bain & Company Senior Associate and Consultant Salary

Bain & Co in France offers its junior consultants an average base salary of €78,000 and a total average salary of €95,000. Cash bonuses, stock bonuses, and profit-sharing make up the additional pay.

Deloitte Consultant Salary

Junior consultants working at Deloitte in France receive an average base salary of €46,000 and an average total salary of €51,000. The additional pay consists of cash bonuses.

Accenture Consultant Salary

The average base salary for consultants working at Accenture in France is €52,000 and the average total salary is €54,000. The additional pay is made up of cash bonuses, stock bonuses, and profit-sharing.

Senior Consultant Salaries

Senior Consultant Salaries

McKinsey Associate Salary

In France, the average senior consultant base salary is €90,000 with a total average salary coming in at €114,000. The additional pay consists of cash bonuses and profit sharing.

BCG Consultant Salary

BCG in France pays senior consultants an average base salary of €96,000 and a total average salary of €116,000. Cash bonuses, stock bonuses, and profit-sharing make up the additional pay.

Bain & Company Case Team Leader Salary

Bain & Co in France offers its senior consultants an average base salary of €89,000 and a total average salary of €109,000. Cash bonuses and profit sharing make up the additional pay.

Deloitte Senior Consultant Salary

Senior consultants working at Deloitte in France receive an average base salary of €53,000 and an average total salary of €59,000. The additional pay consists of cash bonuses.

Accenture Senior Consultant Salary

The average base salary for a senior consultant working at Accenture in France is €56,000 and the average total salary is €59,000. The additional pay is made up of cash bonuses, stock bonuses, and profit-sharing.

Manager Salaries

Manager Salaries

McKinsey Engagement Manager Salary

In France, the average manager base salary is €118,000 with a total average salary coming in at €146,000. The additional pay consists of cash bonuses, stock bonuses, and profit-sharing.

BCG Project Leader Salary

BCG in France pays managers an average base salary of €142,000 and a total average salary of €181,000. Cash bonuses and profit sharing make up the additional pay.

Bain & Company Manager Salary

Bain & Co in France offers its managers an average base salary of €112,000 and a total average salary of €142,000. Cash bonuses and profit sharing make up the additional pay.

Deloitte Manager Salary

Managers working at Deloitte in France receive an average base salary of €68,000 and an average total salary of €78,000. The additional pay consists of cash bonuses and profit sharing.

Accenture Manager Salary

The average base salary for a manager working at Accenture in France is €74,000 and the average total salary is €81,000. The additional pay is made up of cash bonuses, profit sharing, and commission sharing.

Principal Salaries

Principal Salaries

McKinsey Associate Principal Salary

In France, the average Associate Principal base salary is €181,000 with a total average salary coming in at €226,000. The additional pay consists of cash bonuses.

BCG Principal Salary

BCG in France pays Principals an average base salary of €165,000 and a total average salary of €208,000. Cash bonuses and profit sharing make up the additional pay.

Bain & Company Principal Salary

Bain in France pays Principals an average base salary of €169,000 and a total average management consulting salary of €219,000. Cash bonuses and profit sharing make up the additional pay.

Deloitte Senior Manager Salary

Principals working at Deloitte in France receive an average base salary of €87,000 and an average total management consulting salary of €102,000. The additional pay consists of cash bonuses.

Accenture Senior Manager Salary

The average base salary for a principal working at Accenture in France is €96,000 and the average total salary is €111,000. The additional pay is made up of cash bonuses, stock bonuses, and profit-sharing.

Partner Salaries

Partner Salaries

McKinsey Partner Salary

The average base salary for a partner at McKinsey & Co in France is €250,000 and the average total salary is between €1m and €1.5m. The additional pay consists of cash bonuses, stock bonuses, and profit-sharing.

BCG Partner Salary

The average based salary that partners in France can expect to receive is €240,000, with the total average salary being between €1m and €1.2m. The additional pay consists of cash bonuses and profit sharing.

Bain & Company Partner Salary

In France, partners at Bain & Co can expect to make €301,000 annually in base salary. The total average salary comes in at €0.9m – €1.2m range with the additional pay consisting of cash bonuses.

Deloitte Partner Salary

The average base salary for a partner working at Deloitte in France is €210,000. The average total salary is €310,000 and the additional pay consists of cash bonuses and profit sharing.

Accenture Director Salary

Accenture pays Partners €150,000 in average base salary in France. The average total salary is €300,000 with the additional pay consisting of cash bonuses, stock bonuses, and profit-sharing.

Entry Points Into Management Consulting

There are 3x entry points into consulting:

• After graduating from an undergraduate program
• Transitioning from industry, and joining as a senior industry hire
• After graduating from a graduate program

Furthermore, if you want to learn more about the McKinsey recruitment process, check this article. Plus, these 2x articles to write a winning resume, and a persuasive and customized cover letter. 

Management Consulting Career Path

Undergraduate Students

First, consulting firms are competing with other industries to attract the best undergraduate students.

For instance, companies such as Google, Amazon, Facebook, or Apple offer a good salary range, and lots of other perks (e.g. cool offices). 

Therefore, management consulting salaries tend to go up over the years.

MBA Students

According to Bloomberg, the best business schools for the consulting industry by the number of students who get hired upon completion of their MBA are provided below. The percentage of hires and median graduate management consulting salaries for 2019-2020 are also presented for the purpose of this analysis.

Best Business Schools To Land A Job In Consulting

Furthermore, depending on your performance and potential, some consulting firms will offer to sponsor your MBA studies. This allows for seamless re-entry into the firm once you’ve acquired your Masters in Business Administration.

Experienced Professionals

To begin with, experienced hire simply means hiring candidates that have worked and held a full-time job before.

Consulting firms serve a broad range of industries and clients, so the expertise and insights that experienced hires bring are invaluable to their work.

So, great minds and diverse perspectives help them solve some of the world’s toughest business problems.

Thus, they actively recruit talented experienced professionals from a wide array of industries and backgrounds, including finance, law, consulting, teaching, military, healthcare, government, and many others.

To conclude, here are key differences between graduate hires and experienced hires:

• Experience hires can enter at many different levels based on experience. For very senior hires, they may enter as a Principal or even as a Partner (e.g. if you hired the COO of a division at a client). More junior hires could enter at various levels, based on both their experience and their ability to negotiate. In some cases, hires might be hired at a very junior level, but with the possibility of “fast track promotion” if they perform strongly
• Depending on specific experience, experienced hires are more likely to align to a practice right away vs. graduates
• Experienced hire recruiting goes on year-round, graduate recruiting generally happens once a year

Conclusion

There you have it.

You now have a firm understanding of management consulting, including the typical career progression pathways, average management consulting salaries at leading global organizations, and the standard job descriptions at each level.

Remember that management consulting salaries can vary significantly by location and job titles can differ across companies.

Furthermore, it’s always good practice to look beyond the management consulting salary alone to determine the best offers such as your fit with the firm’s culture, the types of projects or the exit opportunities 

Management consulting can be a very rewarding career.

At the end of the day your performance will dictate how far and how fast you climb up the corporate ladder.

If you found this post useful or have a question about management consulting salaries, leave a comment below.  

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Accenture Salary Information – Adventure Wealth Advisors

Accenture has over 500,000 employees worldwide, so while this salary review is fairly comprehensive, it only pertains to US employees, and there are probably many practices left out.

You can find the US Accenture Managing Director’s compensation here, which includes a thorough explanation of each compensation category.

The data presented below is from a 2019 voluntary online survey (fishbowl) of Accenture employees after their end of year raises and promotions and confirmed against online salary aggregators (LinkedIn, Indeed, Glass Door, etc. ).

They all depend on the accuracy of responses, but they correlate pretty well with each other.

Before we review the numbers, let’s take a look at the job levels.

Accenture job levels

Accenture has multiple layers of job levels within its consulting practice. As you can see below, it starts at level 1 – Executive leadership and goes down to level 13 – New Associate or Assistant. Read about the levels of Managing Directors here.

Career level designations:

1. Executive Leadership
2. Global Leadership (MD)
3. Senior Leadership (MD)
4. Leadership (MD)
5. Associate Director or Principal Director
6. Senior Manager or Senior Principal
7. Manager or Principal
8. Associate Manager or Associate Principal
9. Consultant, Team Lead, or Specialist
10. Senior Analyst
11. Analyst
12. Associate
13. New Associate or Assistant

Accenture Base Salaries

The Accenture salaries listed below only include base salaries, which excludes the other Accenture compensation categories of cash and equity bonuses and various other grants.

Managing Director Salaries 

As expected, the base salaries for Accenture Managing Directors are the highest.

The Fishbowl Survey puts the average salary for Managing Directors at $272k, with the LinkedIn survey coming in at $270k.  

However, MD salary ranges can be very high, especially when working from L4 MD down to L1. The LinkedIn survey ranges from $225k to $386k.

These results are pretty typical for L4 – L3, but I suspect the salaries for L2 and L1 are much higher.

Principal Director and Senior Manager Salaries

The next two levels, L5 (Associate/Principal Director) and L6 (Senior Manager), are within 10% of each other, with L5 averaging $210k and L6 average $190k.

Typically, the L5 position is for employees who aren’t on the “Managing Director” path and are happy staying in L5. Senior Managers can plateau for a while but usually need to move to L5, L4, or out of the company.

Glassdoor shows the average Senior Manager salary at $184k, inline with the fishbowl surveys.

However, when you break it down to the organizational unit, you’ll notice a large discrepancy in Senior Manager salaries. 

The highest average of $228k belong to the Strategy organization, as expected, and quickly goes down to the $ 150k’s for internal organizations.

Accenture Manager Salaries

Accenture Managers (L7) average $148k for base salary in the fishbowl survey, while the Payscale average is $132k.

Just as with other levels, there’s a large variance between organizations and cities regarding managers. 

As expected, the high cost of living cities have the highest salaries (San Francisco, NYC, Boston). 

Atlanta snuck in at the top, but the survey data shows half of the responses are from the Strategy group, pushing up the averages. When strategy is taken out, Atlanta L7 average goes down to $145k.

Sacramento only had one survey response, so don’t refuse to move there just because they have the lowest average!

Accenture Consultant Salaries

Accenture L9 or Consultants had the highest number of responses, making sense because there are so many, and they’re hungry for more money!

The fishbowl survey put their average salary at $110k, while Comparably. com shows the average at $119k.

Typically, consultant salaries range between $100k – $124k depending on the city, San Francisco and NYC at the top end of the range.

Additionally, I wanted to look at the average salary by gender, which shows a nearly equal match between Male and Female, with a big jump in those choosing Other.

Accenture Analyst Salaries

Accenture analysts (L11) usually are college hires or those with just a couple of years of experience. The fishbowl survey shows their starting average salary at $77k, which is much better than my $42k when I started in 2004!

Payscale shows the average Analyst salary at $79k. 

As expected, there’s variance across cities and the organizational unit, but let’s take a look at another interesting survey question: College Grad or Experienced Hire.

The survey lists “Homegrown,” but unless someone is born into Accenture, it’s safe to assume these are recent college grads.

The average for “Experienced Hire” is $81k, while the average for “Homegrown” is $77k.  

While the experienced hires are brought in at a slightly higher rate, it shows Accenture doesn’t typically regard experience from other companies as overly valuable.

As an Accenture employee, you know they like to bring them fresh and train them in Accenture ways.

Although the results are based on volunteer surveys, the correlation between the various sources helps build confidence in the numbers.

The fishbowl survey info is super valuable, so a big thanks to the anonymous person who runs that survey! Here’s the breakdown of survey answers by level.

what it means for consultants

Let’s talk in more detail about the new professional standard with Guli Bazarova, director of the Moscow School of Practical Psychology of the Moscow Institute of Psychoanalysis and head of the group for the development of the professional standard “Consultant in the field of personnel management”.

The need to create a professional standard for consultants in the field of personnel management has become more acute every year. The fact is that the HR consulting market is actively growing, and the specialists who provide services in this area have very different qualifications and experience. Because of this, certain difficulties arise:0007

– Employers do not know what competencies and work experience an HR consultant should have.

Industry certification is primarily important for employers. The standard defines the criteria by which they can evaluate consultants and helps clients understand what level of service should be provided. Guli Bazarova, Director of the Moscow School of Practical Psychology, Moscow Institute of Psychoanalysis

— Consultants do not understand what they need to do to be in demand.

The standard will allow consultants who want to be as in demand as possible to see opportunities for their professional development based on the job functions and other conditions mentioned. Guli Bazarova, Director of the Moscow School of Practical Psychology, Moscow Institute of Psychoanalysis

In addition, many foreign companies and experts are leaving (or may leave) the Russian market, so the development of our own consulting practice, increasing its competitiveness and the qualifications of its participants have become extremely relevant.

The professional standard was formed on the basis of regulatory documents and legal requirements for the development of professional standards.

The knowledge, skills and experience of the consultant indicated in the document correspond to the needs of the Russian labor market. In order to determine the request, Guli Bazarova’s team conducted a large-scale study:

• more than 3,000 consulting market experts were interviewed: business coaches, managers, career consultants, professional communities, university employees and other representatives of the HR sector;
• Identified key theories and practices of consulting in large international and Russian companies;
• studied methodologies, technologies, practices and experience in consulting among customers, their needs and requests, goals and other factors, taking into account their industry and organizational and legal specifics.

From the data obtained, averaged indicators were taken, which formed the basis of the professional standard.

Guli Bazarova notes that the professional standard is not a guide to action, but a guideline for consultants and customers of consulting services, which will increase the efficiency of their cooperation.

This professional standard should help improve the quality of services provided by consultants, thereby creating a modern highly professional market where the work of unskilled specialists will not be in demand. Guli Bazarova, Director of the Moscow School of Practical Psychology, Moscow Institute of Psychoanalysis

Thus, consultants are not required to obtain mandatory certification, but voluntary assessment will most likely increase their competitiveness.

Compliance with the requirements of the standard is the standard of professional recognition and a clear advantage. Guli Bazarova, Director of the Moscow School of Practical Psychology, Moscow Institute of Psychoanalysis

According to the professional standard, a consultant must graduate from a higher educational institution with a major in personnel management. And then undergo training for a narrower specialization , depending on the choice of the future field of activity. There are two ways to get an appropriate education:

• complete a bachelor’s degree in Human Resources Management and undergo advanced training in the functional area of ​​personnel management;
• complete a bachelor’s degree and complete additional professional retraining programs in the functional area of ​​personnel management.

In addition to training, a specialist must have at least five years of work experience in the functional area of ​​personnel management.

Since the constant acquisition of new knowledge is a professional and qualification characteristic and the need of a development-oriented consultant, the demand for high-quality education of specialists will grow, Guli Bazarova believes.

In addition, the adoption of a professional standard means the institutional recognition of counseling as a type of professional activity. This means that educational programs in this area will be improved, and the provisions of the professional standard will serve as the foundation for educational programs in universities at all levels.

Job market news

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Health consultant: career guide

Translation – Sergey Strukov.

The role of a health consultant is really interesting and useful for people who work with clients who are passionate about health and help them reach their full potential for a healthy lifestyle. From stress management and goal setting to healthy eating and regular physical activity, the health counselor plays an important role in empowering people to take charge of their own health and find the motivation to make sustainable behavioral changes.

The report offers recommendations based on the current state of affairs and affecting
new possible areas that will allow the specialty to flourish in the future. In particular,
these areas include positions in fitness, healthcare, and workplace wellness.

In addition, this report presents the unique perspectives of current practitioners.
health consultants on a wide range of topics showing how their knowledge, skills and passions
realized through a career in a growing field.

“People need more than just a training program or a nutrition plan. They need an expert who
leading and inspiring. People need someone who can keep in touch with them along the way.
who makes them believe they can achieve meaningful and lasting change.”

Cedric Bryant, ACE Chief Science Officer San Diego, CA.

Health Consultant: Definition

Just over a decade ago, health counseling was described as the practice of health education and healthy lifestyle promotion in a pedagogical context to improve people’s well-being and facilitate the achievement of health-related goals (1).

As the field has evolved and matured in recent years, the National Health Counselor Certification Consortium has introduced a more formalized definition of health counselors. The organization describes them as professionals of diverse backgrounds and backgrounds who work with individuals and groups in a client-centric approach that facilitates and inspires people to achieve self-defined health and wellness goals. Successful pedagogical counseling is possible if trainers apply well-defined knowledge and skills that mobilize internal forces and external resources for sustainable change in clients (2).

While educational programs with a focus on knowledge transfer serve as excellent
addition to primary health care, education programs themselves have proven to be
ineffective (3). Addition of a pedagogical intervention focused on increasing
intrinsic motivation, improving skills and increasing confidence in managing their own
conditions, as well as the setting of achievable goals by clients and patients, turned out to be significantly
more effective than health-improving education (4).

Competence boundaries

Despite the availability of many health counselor training programs and specific standards and recommendations in each, most educational programs share similar key components: motivational interviewing, cognitive behavioral methods, and problem-solving goal setting (5).

Health counselors are expected to:

• applying effective communication skills: open-ended questions, affirmations, reflective listening and debriefing with clients and patients that increase motivation and ability to make changes;
• helping clients and patients develop achievable and measurable goals to monitor progress and motivate behavior change;
• helping clients and patients develop and apply strengths that support successful behavior change.

The Health Counselor is a partner for clients and patients that uses collaboration, a thought-provoking process to help people discover their intrinsic motivation, improve their overall health and well-being.

Ultimately, the scope of a consultant’s work is determined by national laws and regulations, as well as authority, education, experience, competence and skills. The health consultant is obliged to be guided by the laws of the region of residence, observe the established boundaries of competence and avoid legal problems due to the provision of services that do not correspond to the specialty. Not included in the area of ​​competence, among others, the following actions:

• medical advice/treatment
• development of nutrition plans, recommendations for nutrients
• workout recommendations
• diagnosis of mental illnesses, disorders
• recommendations and sales of nutritional supplements.

In addition, the Health Counselor should be familiar with and follow the Physical Activity Guidelines for Americans and training program recommendations from leading industry organizations such as the American Council on Exercise (ACE), the National Strength and Conditioning Association (NSCA), the College of America obstetricians and gynecologists (ACOG), the American College of Sports Medicine (ACSM), and the American Heart Association (ANA). Also, health consultants should be aware of recommendations for special populations listed and other organizations in the health sector; stay tuned for updates to current nutritional guidelines published by the U. S. Department of Health and Human Services (HHS) and the U.S. Department of Agriculture (USDA).

The health consultant needs to maintain the same level of professionalism as in other professions with a client-specialist relationship, like a doctor and a patient, a client and a lawyer. In fact, it is necessary for a health consultant to strictly adhere to the laws of confidentiality and best practices when handling client information.

“Health counseling creates opportunities for positive changes in human health in more
globally, offering real, meaningful and sustainable change.”

Jessica Matthews, ACE Certified Health Coach and assistant professor of health and exercise science at Miramar College in San Diego, CA

General picture of the industry

Economic transformation, rapid urbanization, and the spread of unhealthy lifestyles such as smoking, unhealthy diet, physical inactivity and alcohol abuse are among the risk factors that increase the severity of chronic diseases (6). The Centers for Disease Control and Prevention (CDC) reports that as of 2012, about half of the adult population – 117 million people – had one or more chronic conditions such as heart disease, stroke, hypertension, diabetes, obesity, and arthritis (7 ). In the US, 75% of healthcare spending is related to the treatment of chronic diseases, so solving this problem is one of the priorities for the state.

Epidemic control

In the current health crisis, research clearly shows that health counseling positively impacts clients’ physiological, behavioral, and psychological well-being, as well as their social lives, with statistically significant results in weight management, physical activity, and physical and mental health outcomes (4 ). Based on scientific evidence supporting the health benefits of lifestyle counseling, in 2014 the US Prevention Action Task Force (USPSTF) published recommendations that people who are overweight or obese and have at least one additional risk factor for cardiovascular disease Behavior change counseling to promote healthy eating and exercise for the prevention of cardiovascular disease is highly recommended by health and exercise professionals, in conjunction with other allied professionals to provide such services (8).

Health consultants, thanks to their knowledge and experience, are uniquely prepared to serve as conduits for continuous change, helping people to maintain and restore health and those who wish to improve their overall well-being.

Currently, health consultants enjoy the benefits of a specialty when working with individual clients and groups. This typically involves the use of technologies for real-time or delayed communication, including telephone, internet, email, video conferencing and social networking, and face-to-face interaction in a variety of settings, including those listed (9):

• clinical setting, e.g. hospital and private practice
• large corporations and small businesses
• health insurance companies
• community centers
• educational institutions
• global health organizations
• health clubs and centers, fitness studios
• at the client’s and patient’s home in case of self-employment.

Given the evolving nature of the field, the hourly rate and annual salary of health consultants can vary greatly depending on a number of factors: location of employment, length of service in the specialty, and type of service provided. The 2013 ACE National Survey of Newly Certified Professionals showed an average health consultant salary of $33 an hour, while a full-time health consultant earned an average of $51,219.$ per year (10). But, as noted above, the pay range differs significantly depending on the listed variables. The US Bureau of Labor Statistics reported that professionals could earn $86,819 or more in 2012 (11), showing the potential for significant growth that exists in the field.

“I decided to become a health consultant while I was working in the intensive care unit and
many of the patients I helped in the hospital had chronic conditions that debilitated
making them seriously ill or dying. The purpose of my certification as a consultant in
health – learning additional strategies to help my clients avoid this side
healthcare. ”

Theresa Brosche, ACE Certified Health Coach and adjunct nursing instructor in Spotsylvania, VA

The future of specialty

One of the main goals of health care reform and the Patient Protection and Affordable Care Act (PPACA) of 2010 (also called “ACA”) is threefold: to achieve better health and care while reducing costs. Thanks in part to a redesign of First Aid. In the “old” model, healthcare providers struggled to provide high-quality care to chronically ill patients in a 15-minute visit, especially when patients were unwilling or unable to follow the recommendations provided (12).

In this regard, the CDC recommends self-management education as a key step to improve patient-centered outcomes, including quality of life (13). Health Counselors are well equipped to help patients acquire the knowledge, skills and confidence needed to achieve their health and wellness goals in a constructive and personalized manner consistent with their unique individual values. The goal of health counseling is to focus on creating healthy eating habits, stable physical activity, implementing strategies and solutions to overcome perceived obstacles. This is called “patient activation” and is associated with positive behavioral changes in response to chronic disease (14).

Healthcare New Opportunities

Due to the high financial and social costs of chronic disease prevention to the US economy, coupled with the need to offer affordable, high-quality, and easily accessible health-related interventions as outlined in the health reform act, there is an urgent need to rethink how chronic disease is managed (15 ). There needs to be a shift towards personal strategies based on patient preferences, their willingness to change and psychosocial variables, all approaches that health counselors use to facilitate long-term behavior change (16). Research has shown health counseling to be highly effective in focusing on developing self-efficacy and goal-setting skills, problem solving, and removing cognitive and emotional barriers (5).

Health consultants are invaluable in supporting physicians and patients, improving quality of care while reducing costs, due to their experience in providing unbiased, individualized treatment, personal relationships, combined with skills in behavior change, exercise and nutrition.

Given the importance of addressing behaviors and habits that negatively impact health and well-being, such as physical inactivity and chronic stress, this is a great opportunity for skilled health counselors to fill a gap and play a much-needed role in a patient-centered healthcare model. According to scientific research, health counseling is a particularly effective method in the treatment of chronic diseases, with proven success in changing behaviors that lead to chronic diseases, as well as increasing self-efficacy, physical and mental health among patients (4).

“I envision widespread adoption of health consultants as part of the healthcare continuum,
working together with doctors and other medical staff, as well as in the field of corporate fitness,
to help improve the health and well-being of people, not only for themselves but for society in
as a whole. ”

Debi Pillarella, ACE Certified Health Coach and program director at Community Hospital Fitness
Pointe, a medically-based fitness center in Munster, IN

New opportunities for wellness in the workplace

About 67% of employers cite worker unhealthy habits as a leading problem in terms of providing affordable insurance coverage, as the cost of health insurance for people with chronic diseases is estimated to be four times higher than for healthy people. The unstoppable pressure on employers to pay for increased health care costs has led to an increased demand for the services of health consultants for long-term cost savings proposals, from healthy food choices in the organization’s cafeteria to employee-friendly physical activity programs. Nearly half of employers who implemented workplace wellness programs reported cost savings, and 69% of them report an improvement in the health of workers. With a background in motivational interviewing, positive psychology, and effective goal setting, a health counselor can effectively promote workplace wellness programs that aim to change behavior (keep team members from making real change), increase worker productivity, and reduce health care costs.

“One of the things I love about my job is the opportunity to learn about people’s current habits.
and help them change their behavior towards better health and quality of life.”

Angel Chelik, ACE Certified Health Coach and owner of WorkBetter Wellness, offering on-site workplace wellness programs, in San Diego, CA

Become a Health Consultant

To improve the health and well-being of people around the world, ACE is committed to ensuring that all people have access to highly qualified health consultants who promote sustainable changes that lead to weight loss, healthy eating, systematic physical activity and overall well-being. By meeting this challenge for 30 years, ACE has become the world’s largest certifying and training non-profit organization in the field of health and fitness, with 50,000 certified professionals worldwide.

Knowledge and skills of a health consultant

The qualification examination should provide an objective assessment of a person’s ability to perform the relevant job. One of the most important components of the certification process in any profession, including a health consultant, is a study that delineates the main tasks that a specialist performs on a regular basis. Specific tasks, related knowledge, and competency components are initially set as defining components by health counseling experts, whose work is then validated by a sample of health counselors currently practicing in a variety of settings.

As a result, a list of areas (representing the main areas of responsibility in the specialty), tasks (separate functions for some individual aspects of work) and related knowledge and skills (required to perform these tasks) are determined, which provide a minimum level of practical and theoretical knowledge necessary for competent and safe work as a health consultant.

• Establishing rapport and promoting behavior change – using effective
  communication strategies for building and maintaining relationships with individuals and groups,
  by teaching behavior change.
• Development and implementation of programs – creation of individual and group programs
  structured behavioral changes focused on lifestyle regulation and
  body weight through physical activity, nutrition and education.
• Progression and regulation of programs – monitoring, evaluating and making changes to
  individual and group structured behavior change programs,
  aimed at improving and maintaining health, fitness, weight and composition
  body, metabolism.
• Professionalism and competence – performance of duties through continuous
  education, cooperation and understanding of professional standards and actions,
  necessary to protect customers and patients, specialty, stakeholders
  and himself.

An expanded version of this outline eventually serves as the basis upon which the Health Counselor Certification Exam is developed.

Importance of certification

One of the most important decisions that a person who wants to work as a health consultant needs to make is getting certified. While many certification options are available, ranging from “health consultant” to “wellness coach,” not all of them offer the same level of credibility, which is a must in this rapidly evolving field.

“I became a certified health consultant to improve my skills as a registered
nutritionist and personal trainer to help my clients by empowering them to achieve
positive lifestyle changes.

Gina Crome, ACE Certified Health Coach, registered dietitian, and owner of Lifestyle Management
Solutions based in Glendora, CA

NCCA Accredited Certification Explanation

Specialty certifications need to be verified by a third party, an independent organization that accredits certification programs. Originally established as the National Commission for Certification of Healthcare Organizations with funding from the U.S. Department of Health and Human Services, and now the National Commission for Certifying Agencies (NCCA) reviews and accredits certifications for most health-related specialties, including credentialing for registered dietitians, sports trainers, practicing nurses and pharmacists and many others.

ACE, along with other leaders in the health and fitness industry, believes that people who position themselves primarily as educators need to obtain nationally accredited professional certification. This means health or wellness certification accredited by the NCCA or the International Coaches Federation (ICF). ACE is now leading the way in quality healthcare crisis management by offering NCCA-accredited Health Counselor Certification.

Earning a reputable Health Counselor certification indicates a high level of professional competence and assures clients that you have mastered the foundational principles needed to empower people to make positive, lasting, and healthy change.

Qualifications

Given the key role of health counselors in positively impacting the overall health and well-being of the general population, many reputable health counselor certifications have specific qualification requirements that individuals must meet in order to be admitted to an accredited specialty examination. Below are two examples of prerequisites for health consultant certification offered by reputable organizations.

To be eligible for the ACE Health Consultant Certification Exam, you must:

• At least 18 years of age, with a valid CPR/AED certification with real skills
  
  I
• Current NCCA-accredited certification or license in fitness, nutrition, health care,
  wellness, human resources and related fields
  OR
• Associate’s degree or higher from an accredited college or university in fitness,
  sports science, nutrition, health, wellness, human resources or related fields.
  OR
• Comparable work experience in any of the above areas.

The main requirements for Wellcoaches Health and Wellness Consultant Certification are:

• Bachelor’s degree or higher in health and wellness studies
  OR
• Health and wellness research license or equivalent
  or health specialties
  OR
• Bachelor’s degree or higher in non-health and wellness studies and
  reputable health or fitness certifications
  OR
• Authoritative health or fitness certification and 2,000+ hours of experience
  in the field with individuals or groups.

“We see the role of the health consultant as an important professional way of preventive care in
the future.”

Michael Benton, President and CEO of GENAVIX Manchester, NH

Opportunities for influence

In an epidemic of lifestyle-related diseases, the impact of health consultations is high. Research suggests that adopting sustainable healthy behaviors, including regular physical activity and healthy eating, is key to tackling the epidemic of obesity and other lifestyle-related diseases (17, 18). With this in mind, ACE is committed to public policy towards highly skilled, evidence-based, interdisciplinary counseling and support for sustainable behavioral change as an integral component of the national health continuum.

ACE has pushed federal and state officials aside in advancing public policies that have moved obesity prevention and treatment into the health care system. In particular, ACE requires policies that create a lasting impact, including:

• Verification of support and payment for the treatment and prevention of obesity.
• Identifying and engaging in communities as part of a continuum of accredited healthcare
  NCCA health consultants, fitness professionals and other weight management experts
  and behavioral changes.
• Encouraging health professionals to attract highly qualified specialists in
  wellness and training for cooperative behavior change in a large and growing segment
  populations at increased risk of obesity and comorbidities.

For individuals seeking to influence the global culture of wellness, now is the best time to take the lead and become certified health counselors and lead others towards meaningful health behavioral change.

“Hope is the basis for starting any change. Working as a health consultant brings me
the unique pleasure of helping people break the shackles of obesity and live life to the fullest
the life they deserve.”

Lee Jordan, ACE Certified Health Coach and creator of 30 Seconds to Victory, a physician-endorsed
wellness program based in Jacksonville Beach, FL

Next steps

To meet the growing demand for health counselors in a variety of settings, health counselor certifications have been offered by a variety of organizations. Only the NCCA accredits this practice, the same organization that accredits certifications for pharmacists, nurse practitioners, registered dietitians, and many other medical specialties.

Getting certified as an ACE Health Consultant means being able to address a health crisis with quality from a trusted name. In addition to joining the largest non-profit health and fitness certification, coaching and education organization in the world, becoming an ACE Health Consultant certification will make you part of an organization that speaks on your behalf every day – among politicians and partners who share your views on the issue of elimination. obesity epidemics, as well as among employers looking for solutions to the problem of wellness in the workplace.

For more information on the opportunity to become an ACE Certified Health Consultant, call US (888) 825-3636 or visit ACEFITNESS.ORG

“Theory O” and “Theory E” as a strategy for organizational change.

Section “Enterprise Management”

Published in the journal “Management in Russia and abroad”
#1 year
– 2005

Shirokova G.V.,

The implementation of organizational change is the “aerobatics” in the work of company leaders, involving knowledge of the philosophy and technology of the process, as well as the study of successes and failures. Implementing organizational change can be compared to climbing an unknown peak.

There is always the possibility of failure, but careful preparation and knowledge of the mistakes made by others, as well as knowledge of successful experiences, increase the likelihood of success. This article presents the experience of two Russian companies in carrying out organizational changes. To carry out change, these companies used and adapted well-known models of organizational change, in particular, Theory E and Theory O.

Review of theories E and O. In the modern literature on the problem of change management, polar concepts of organizational development are distinguished, each of which determines the corresponding strategy for change. The authors of these concepts, called respectively Theory E and Theory O, are well-known researchers, Harvard Business School professors Michael Beer and Nitin Nohria. Theory E proceeds from the primacy of financial goals and focuses on their effective achievement, taking into account the constant pressure of the company’s shareholders. Theory O considers the organization as a self-developing system and is more focused on the corporate culture, goals and motives of the organization’s employees.

Theory E leaders tend to use hard methods, emphasizing top-down change and focusing on building structure and systems. Theory O leaders are more focused on training and developing employees, changing corporate culture, and making change from the bottom up. The table presents the characteristics of these theories.

Table

Comparative characteristics of organizational change theories [1]

THEORY E

We will analyze theory E using the example of the Metrolux company. This is a small network of retail stores selling cosmetics and perfumes in St. Petersburg. In 2001, the CEO of the company realized the need for change and turned to consultants for help. By this time, the company had been in existence for 9 years.years and for the first time encountered difficulties – a drop in sales, a low level of employee motivation, high competition from other trading companies.

The head of the company (who is also the owner) understood that for a long time he did not attach importance to the changes taking place in the external environment. At the dawn of the formation and development of business, his company managed to maintain a leading position due to the lack of serious competition. The company was making huge profits with little effort. Over time, many shops selling similar products appeared in the city. The only and main goal of the changes was considered by the head of the company to increase profits. This goal was communicated to all employees of the organization. They were told that their own well-being directly depended on the economic well-being of the company.

First of all, the head of the company brought all his stores into a single chain with a single purchasing center. If earlier each store independently resolved issues with suppliers and, accordingly, each store received different discounts even from the same suppliers, now all stores began to act as a single client. Logistics has also been consolidated under the leadership of a specially introduced commercial director position.

The CEO of Metrolux followed Michael Jensen and Milton Friedman, who said that “corporations’ only ethical and legitimate contribution to society is to generate profit and create economic value [6]. The market is the best arbiter of decisions made by managers.” Jensen’s research shows that many top managers have been ruining the well-being of companies if they pursue goals that are not related to the company’s profits. Jensen argues that the market penalizes firms that do not take into account the goal of increasing profits as an obligation to employees, customers and the public.

Leaders who choose Theory E manage change from the top down. They usually do not involve managers and lower-level employees in discussions about setting goals and objectives. The CEO of Metrolux was a typical commander. Most employees simply followed his orders, but did not participate in the development of strategic goals. The manager made decisions individually, logically assuming that everything that is beneficial to him personally will be beneficial to his company as a whole. In addition, he believed that employees prefer to be simply told what is required of them, but not involved in the preparation and decision-making process.

Despite the fact that the consultants conducted a thorough survey of all employees of the organization and presented the CEO with conclusions that contained recommendations for involving employees in management, he did not take this advice and, as subsequent events showed, he was right.

Theory E proponents believe that top-down leadership is a reasonable approach to managing change when a firm is experiencing problems that could lead to collapse. Using a military metaphor, Jay Conger believes that “only generals have a common view of the battlefield” [3, p. 99]. Only the president of a company can make the right strategic decision regarding restructuring, the introduction of new technologies and reengineering, that is, all the initiatives necessary to survive in a changing external environment. These initiatives require too much knowledge. Moreover, in many situations, leaders simply do not have time to make participatory decisions. Speed ​​is an essential factor, and the leader himself can most quickly make a decision for others to implement it.

Leaders using Theory E focus primarily on strategies, structures, and systems—the “hardware” of the organization. These are the elements that can be easily changed from top to bottom and can bring quick financial returns. Almost all the actions of the CEO of Metrolux were focused on the implementation of regular rules, job descriptions and an accounting system. Little attention has been paid to relationships or behavioral aspects – the “software” of the organization. The possibility of installing a system for monitoring the work of sellers in the company’s stores was seriously considered.

Jay Galbraith also focuses the main goal of change on the hard elements of the organization [4]. He believes that the strategic turn of the company is possible only through fundamental changes in the organizational structure and management system as a whole.

Theory E is based on the view that the main struggle for the firm’s survival is impossible without a comprehensive plan controlled from above. The head of the company “Metrolux” clearly followed a pre-developed plan for the changes. He acted quickly and decisively. In one of the stores that existed longer than the others, more than half of the sales assistants were replaced, job descriptions and regulations on the system of fines and punishments were introduced in all stores. A sales accounting system was developed and implemented, which involved dividing all employees into groups and introducing a group incentive system. All these measures allowed not only to increase labor productivity, but also to reduce costs. The next step, which was indicated in the company’s strategy, is the opening of new stores at each metro station. At the moment, the company is doing well, gradually opening new stores that are integrated into the overall strategy of the company.

Through research at General Electric and other companies, Sumantra Ghoshal and Christopher Bartlett concluded that CEOs who had economic goals in mind when making changes did so following a clear, consistent plan [5]. First of all, they described the portfolio of the company’s businesses and everything that is necessary for the survival and prosperity of the company. The next step in change is to find ways to integrate high-performing units. Ghoshal and Bartlett argue that well-planned changes are more likely to bring results than spontaneous and unexpected changes.

Theory E relies on the creation of financial incentives to motivate change in a company. According to the agency theory developed by Jensen and Karen Wruck [1, 10], incentives that are in line with the interests of managers and shareholders are essential to effect change. The sales accounting system implemented in Metrolux made it possible to build a clear system of financial incentives by linking wages with sales volumes. In addition, based on a comparison of indicators, the winning stores received an additional bonus fund, which they managed independently.

Such financial incentives have symbolic and motivational value. Building the right incentives is the key to getting the attention of managers and employees. Without these incentives, managers and employees will not be able to properly prioritize work. In addition, Wruck notes that these incentives are also significant because they give managers and employees a sense of fair reward for hard work.

Using Theory E, company management expects ready-made solutions and recommendations from consultants. At Metrolux, not a single employee was involved in the development of the change strategy. All decisions were made by the CEO after reviewing the recommendations and reports of the consultants. Consultants were perceived as specialists who are good at theory and can present ready-made solutions for their implementation. The CEO himself only decided whether he would use this or that recommendation of consultants or not. Nevertheless, the presence of consultants increased the importance of organizational change and excited everyone in the organization.

To achieve quick and drastic improvements in financial health, companies often hire large consulting firms and pay them multimillion-dollar fees. In 1997, AT&T spent $200 million on consultants. Armed with state-of-the-art analytical techniques and a large staff of highly savvy people, consulting firms often lead change by infusing a company with new perspectives on their business and introducing new management practices. The merits of such large-scale interventions are described by Terry Neill, head of Andersen Consulting [7]. Neill and Mindrum argue that an organization can significantly improve its performance only by simultaneously changing various parts of the social system. Strategic changes must be accompanied by changes in many other systems or they will fail. Neill also believes that clients can benefit from the comprehensive expertise and knowledge that consulting firms bring to the company. Most organizations have a limited view of management research and best practice. This is because the company has no incentive to accumulate such knowledge, while consulting firms have it.

In the 1990s, Theory E became the dominant model for organizational change in the United States. Then she began to penetrate into managerial practice in Europe. One of the main reasons for this popularity is to get quick and significant results aimed at improving the financial condition. The global financial system makes changes in corporate performance immediately available to investors, and investors are the financial institutions that managers need to perform well.

THEORY O

Theory O is illustrated by the example of the Rosbytkhim company. Its CEO, who is leading the organizational change that began in late 2001 and continues to this day. The changes are aimed at a fundamental restructuring of the culture and behavior of management and all employees of the company.

The goal of change according to Theory O is to develop organizational abilities, especially the abilities of employees, to involve them in the decision-making process regarding organizational problems. The goal is to create a working system in which employees become emotionally attached to the goals of the company’s development. By focusing on the efficiency and productivity with which people work at every level, the leaders of such organizational change believe that the firm will improve its financial position.

Specific steps that have been taken at Rosbytchim to achieve the set goal are comprehensive training of employees. With the help of consultants, a number of seminars were held to analyze the activities of each unit. Top-managers of the company entered the MBA program of the Faculty of Management of St. Petersburg State University, several lower-level and middle-level managers were sent to retraining programs. The company itself has become a tradition of weekly meetings of managers to discuss problems and new opportunities. Barriers between divisions disappeared, closer cooperation and mutual understanding were established. By the way, this fact was facilitated by seminars on the selection and description of all business processes of the company.

Proponents of Theory O, such as Peter Senge, believe that focusing only on the financial condition of the company when carrying out organizational changes is a mistake [8]. Setting economic goals at the forefront can prevent management from discovering factors that are critical to economic health. Senge believes that the development of organizational capabilities requires employee training and the creation of a “learning organization”.

However, while Theory O proponents do not prioritize profits, they believe that a healthy “learning organization” is the best way to achieve the long-term interests of owners. In an effort to maintain harmony in the relationship between employees and managers, Theory O proponents try to avoid the radical restructuring and layoffs that are characteristic of Theory E.

Theory O is characterized by a high level of employee involvement and collaboration. Employees are involved in identifying problems and solving them. As Warren Bennis argues, Theory O is based on the assumption that engagement is essential to building partnerships, trust, and commitment that are vital to creating long-term improvements [2]. At Rosbytkhim, a team of managers was involved in developing the mission and strategic goals, and not just the general director with consultants, as is the case with Metrolux.

Relying on values ​​and behavior is the hallmark of all strategic change that takes place according to Theory O. Top management usually proclaims a set of values ​​or principles that make up the corporate culture and govern the behavior of employees. In the Rosbytkhim company, its leader (and owner) stated that the basis of the company’s management philosophy is respect for the interests of all employees, as well as the development of their abilities and the provision of opportunities for self-realization and self-expression. The organizational culture of the company supports the high level of work and personal achievements of each employee. Great importance is attached to joint corporate events – trips out of town, skiing.

Proponents of Theory O argue that the emphasis on structure and systems, especially when imposed from above, will not lead to fundamental changes. Exceptions may be “self-imposed” and “self-designed” structures and systems at the unit level. But corporate decisions about structure and systems for local divisions take little account of employees’ tacit knowledge of problems at their local level. Simply changing the structure and system does not change the culture. Cultural change requires management to engage people emotionally so that new structures and systems are not resisted.

In Theory O, there is no single program for change (eg TQM or business process reengineering). It is very difficult to identify a single leader of change. Local leaders take responsibility for change, and top managers have less influence than with Theory E.

Rosbytchim did not have a plan for making changes. The management team set priorities for each week, but no one saw working with consultants as a temporary campaign that had a beginning and an end. After the consultants left, the managers continued to work on their own and continue to do so to this day, creatively considering opportunities to improve the organization’s performance on a daily basis.

Theory O proponents, such as Karl Weick, believe that the apparent success of centrally planned change favoring Theory E may be an illusion [9]. “We attribute success in change to highly professional initiatives, but they rarely underpin organizational structure.” Organizations are constantly changing as a result of ongoing local experimentation. Why not extend this natural dynamic by encouraging local experimentation and using it to advance knowledge throughout the organization? Top managers can create the necessary conditions for this by encouraging and involving all employees.

Theory O tends to emphasize less the role of financial incentives, especially individual ones. Financial incentives are used as an additional mechanism to motivate employees of the organization. Leading mechanisms include reorganization of work and changes in management style. Proponents of Theory O believe that money is, of course, very important. There is no doubt that money drives people, but emotional involvement is also important. If financial incentives are to be used as an engine for change, they will need to be established early in the change process. The correct strategy and required behavior are often revealed already in the process of change, so it is very difficult not to make a mistake at the beginning; incentives have to be changed, changing the already proclaimed material incentives undermines the credibility of the authorities.

Based on these arguments, it can be assumed that it is better to use rewards (incentives) in the process of change, reinforcing the behavior that has arisen, than to use incentives in the early stages, controlling people’s behavior.

The Rosbytkhim company invited organizational development consultants who presented a method of high involvement in making changes. The consultants helped establish a process by which managers and employees would then make their own analysis of the situation and make their own decisions. The role of consultants is to facilitate the process and be the impetus for creating new initiatives. While consultants come up with specific ideas on how to build an effective organization, they do not recommend all-encompassing corporate programs. They impose on management the process of learning and discovery, leading managers through learning to analysis, restructuring and change. As a result, responsibility and abilities are developed, which are necessary for making the right decisions and their implementation.

In its purest form, Theory O, based on soft change methods, is less common than Theory E, based on hard methods, especially in the US. Firms that use Theory O very often have strong long-term psychological contracts with their employees. We can say that Theory O is more in line with the philosophy of Japanese companies. It allows you to maintain the trust and commitment of company employees, which, as a rule, is destroyed when using Theory E.

The analysis carried out allows us to draw several conclusions regarding the theories of organizational change. The main question that arises is: “What criteria should be followed when choosing a particular behavior model?” The choice of one theory or another depends primarily on:

• the nature and extent of the problem facing the organization. If a company is facing serious problems that need to be addressed immediately, the Theory E approach is likely to be appropriate;
• personal characteristics of employees of the organization. We are talking about the level of education and the attitude towards the work of the company’s employees themselves. Highly educated and creative employees are likely to prefer the Theory O approach; employees with a low level of education, lack of initiative people will not be able to help management with this approach. Then the Theory E approach would be more appropriate;
• nature and content of work in the organization. With monotonous and routine work, it is difficult to develop creativity and involvement in the management process. It is necessary to clearly build procedures and regulations of behavior, which is characteristic of Theory E. On the contrary, where creativity and an innovative approach to decision-making are required, it is better to develop organizational abilities and create a “learning organization”, which corresponds to Theory O;
• value orientations of leadership and leadership style . An economic value-oriented leader is likely to use Theory E, a socially oriented leader is likely to use Theory O. An autocratic leader will undoubtedly prefer Theory E, a democratic leader will most likely use Theory O.

A natural question arises: “Is it possible to combine hard and soft methods in the implementation of change and how should this be done?”

Beer and Nohria [1] believe that it is the combination of hard and soft methods that is necessary to achieve the maximum effect. However, they note that the ability to combine these methods, in view of the deep contradictions between the theories on which they are based, remains the lot of the most talented and trained leaders. An unsuccessful and ill-conceived combination of hard and soft can lead to complete failure, and it is better to use a hard or soft approach in a “pure” way, understanding the shortcomings and limitations of each.

LITERATURE

1. Beer M., Nohria N. Resolving the Tension between Theories E and O of Change / Breaking the Code of Change. — Harvard Business School Press, Boston, 2000.
2. Bennis W. Leadership of Change / Breaking the Code of Change. — Harvard Business School Press, Boston, 2000.
3. Conger J. Effective Change Begins at the Top / Breaking the Code of Change. — Harvard Business School Press, Boston, 2000.
4. Galbraith J. The Role of Formal Structures and Processes / Breaking the Code of Change. — Harvard Business School Press, Boston, 2000.
5. Ghoshal S., Bartlett C. Rebuilding for Behavioral Context / Breaking the Code of Change. — Harvard Business School Press, Boston, 2000.
6. Jensen M. Value Maximization and the Corporate Objective Function / Breaking the Code of Change. — Harvard Business School Press, Boston, 2000.
7. Neill T., Mindrum C. Human Performance That Increases Business Performance / Breaking the Code of Change. — Harvard Business School Press, Boston, 2000.
8. Senge P. The Puzzles and Paradoxes of How Living Companies Create Wealth / Breaking the Code of Change. — Harvard Business School Press, Boston, 2000.
9. Weick K. Emergent Change as a Universal in Organizations / Breaking the Code of Change. — Harvard Business School Press, Boston, 2000.
10. Wruck K. Compensation, Incentives, and Organizational Change / Breaking the Code of Change. — Harvard Business School Press, Boston, 2000.

9 rules for a successful relationship between client and consultant

The client is always right. We are so accustomed to this postulate that we cannot look at it a little wider, which is why we make an unforgivable mistake, reinforcing the already one-sided perception of the relationship between the client and the consultant. But there are two sides to them, which means that not only the client, but also the consultant has the right to choose who to work with. Music in this relationship is ordered by the client, so he has more requirements for consultant . The expectations of a consultant, as a rule, come down to a set of simple conditions necessary for comfortable and efficient work, the observance of which is in the interests of the client himself. Thus, client is always right if he provided the consultant with all the conditions necessary for effective work.

Client’s expectations from the consultant

1) Consistently high quality of communication. The quality of communication with the client should not deteriorate over time. You should not try to charm the client with the reliability of the candy-bouquet period, since the bar set at the initial stage of cooperation will have to be kept in the future. And despite the fact that you will not have another chance to make a first impression, it is better to make it with the forces and means that you plan to use in the future. In addition, at the very beginning of cooperation, it is important to identify the boundaries of what is possible in the relationship between the client and the consultant. For example, a client rightly wants to be given time exactly when he needs it. This desire should be correlated with the capabilities of the consultant, so it is worthwhile to indicate in advance the frequency of meetings, their place and time, and agree to appoint unscheduled meetings in advance.

2) Punctuality and organization. The client’s expectations regarding the deadlines in which the consultant must complete certain tasks are most often overstated, but at the same time the consultant should not be beaten out of the deadlines. The solution is simple: the consultant must participate in their installation. This will allow you to set realistic deadlines and stick to them.

3) The ability to admit mistakes. If the consultant made a mistake, this does not mean that the client will immediately be disappointed in him and break off business relations. Everyone has the right to make a mistake. Timely detected errors, in which the consultant honestly admits to the client, and at the same time tells what has been or will be done to minimize possible negative consequences, will help maintain client loyalty. Lies and silence of the mistakes made will most likely lead to fatal consequences for the client, since he will be deluded about certain facts, which means that he will incorrectly assess the situation in which he is. Never and under no circumstances should you deny errors discovered by the client himself. For them, the consultant should thank the client, because this will preserve the image of the consultant and save him from the same mistakes in the future.

4) Feedback and responsibility. The client wants to be kept up to date with the progress of the tasks, so the consultant’s reports must be regular, as well as concise and easy to study. The reports should focus only on global issues, in respect of which it is important for the consultant to offer the client to choose one of several effective solutions. Moreover, it should be obvious to the client which solution, in the opinion of the consultant, is the best. This will show that the consultant is ready to take responsibility for the choice.

5) Treat the client’s problem as if it were your own. Perhaps the most difficult, but at the same time the most important expectation of a client from a consultant. To achieve this when working with a client for the first time is difficult. But a long-term partnership ultimately makes the consultant feel deep empathy for the client, which means that already at the stage of negotiations on cooperation, the parties should be set up for long-term relationships.

6) Politeness, courtesy and attention. The client wants the consultant to always remain attentive, polite, and anticipate his desires, navigate in important details for the client, think how the client thinks, predict his decisions, be ready for them in advance. The client must be sure that he is the most important thing in the life of a consultant. Therefore, the consultant should call himself, and not wait for the client’s call, write an e-mail and clarify whether help is needed in performing a particular task, and not wait for the client to ask for this help.

Consultant’s expectations from the client

1) Full timely information. The statement of the problems for which the consultant is involved must be complete, otherwise the consultant may incorrectly assess the situation in which the client is located and offer an erroneous solution to the problem. In such cases, the benefit of the services of a consultant, at least, will be reduced to zero or even harm the client for his own money. Therefore, if the decision to involve external specialists is nevertheless made, it must be accepted as a dogma that the consultant must be aware of all the circumstances relating to the case on which he is involved. It is important for the client to remember the fact that the consultant, with all the desire, cannot be included in the work of the client as deeply as full-time employees (it is this kind of abstraction that ensures the objectivity of the consultant). Of course, the consultant independently monitors the situation on the market, keeps track of important changes, and regularly asks clarifying questions regarding the current work of the client. But still, it is better if there is a specific specialist on the client’s side who is responsible for communication with the consultant, including for timely informing him about changes in certain circumstances (both external and internal) related to the consultant’s area of ​​responsibility. The consultant’s ignorance can lead to missed opportunities for the client or even harm him.

2) Meeting deadlines. If the client and the consultant have determined for themselves a certain internal deadline for a specific task, and the client failed to meet it, then this, of course, is not critical. But if the deadlines are set by a third party, then their implementation is mandatory for both the consultant and the client, otherwise the agreement with the third party may become invalid, the client risks not defending his interests or incurring image losses.

3) Complete trust: the presumption of the consultant’s professionalism. Despite the fact that the consultant is an external consultant, he must be treated as a partner and fully trusted. The client should not interfere in the process of providing services by the consultant, and even more so, indicate what and how the consultant should do. We are not talking about the lack of control of the consultant, we are talking about the fact that any control should have boundaries (periodicity, scope and methods of control). And they need to be agreed in advance. Otherwise, a sad picture may turn out when the patient tells the doctor about how he should be treated and what tools to use. The ideal client for a consultant is a client who fully trusts the consultant.

a review of the top 10 technology consulting companies

There are a few things we can do without the help of apps or smart devices. The same is true for companies all over the world. However, it is unlikely that these companies and their leaders will be able to keep up with the ever-changing world of technology.
This is where IT consultants come in. IT consultants provide companies with a clear, objective and specialized understanding of technology and how to use it to achieve business success. So, in this post, we will explore the world of technology consulting, its services, salary, and how to get started as a technology consultant.

What is technology consulting?

Technology consulting refers to the process of advising companies on how best to use technology and software to support their company. It may refer to the development and production of new technology, as well as its implementation or management.
Technology consultants work in a variety of specialties, including IT. Consultants, computer consultants, software consultants, business and technology consultants and others. A wide range of nomenclature is due to the vast world of digital technologies.

Why do you need technology consultants?

Technology has become an important component of business efficiency. Due to its exponential growth and penetration into almost all markets, it is now more than ever necessary for businesses to understand how to use various technologies.
Technology consultants can also help business clients accelerate growth, reduce costs, mitigate risk, attract and develop talent, and streamline critical processes.

What is the role of a technology consultant?

Technology consultants perform many tasks. Examples include custom software development, infrastructure planning, security analysis, and risk assessment. Technology consultants can also provide strategic or financial advice on technologies and applications, such as how to invest in cost-effective systems or how to implement new software across multiple departments.
They may use technology to address a range of business challenges, such as security risks, scaling issues, or high employee turnover. Technology professionals often collaborate with company executives, administrators, and senior managers, regardless of the problem they are solving or the approach they are proposing.

How to Get a Job as a Technology Consultant

If you want to work in technology consulting, here are some tips to get you started.

#1. Get a degree in information technology or computer science.

Both employers and clients prefer technology consultants with higher qualifications in related disciplines such as information technology, computer science or computer engineering. The degree also gives you a unique experience in software development, coding, data science, and web design. These skills can be useful to potential clients.

No. 2. Complete any training.

Internships and Careers will also provide you with the hands-on experience outside of school that you need to start your technology consulting career. Also, consider an internship or apprenticeship with a technology consultant to gain valuable field experience. Other internships in IT or software development may also be helpful.
Apply for an entry-level IT job after (or instead of) your internship. This step is critical as employers and clients need experienced technology consultants (trainees or professionals). While working in these positions, swap places and see what areas of technology consulting you enjoy and what areas you can specialize in.

#3. Stay up to date with technological developments.

Technology is a constantly evolving field, and the best technologists are always up to date with new technological developments. Not only does this keep you up-to-date, but it also meets your customers’ standards of being an “expert” in technology. Having the most up-to-date knowledge will also help you stay competitive in the industry.
Read analytical reports and subscribe to newsletters and publications such as TechCrunch and Recode. View related videos from websites such as Edge and WIRED. It’s also a good idea to keep up with the open source community. This is because they are the first to test and implement new technologies; check places like GitHub to see what’s trending and starred.

No. 4. Expand your network.

Meet other IT and technology consulting experts. It will also help you develop partnerships that may lead to new clients or colleagues. Attend internship, workplace, or neighborhood events to expand your tech network.

Clients hire information technology experts to help them integrate information technology systems into their business. Consequently, IT consultants help clients increase profit margins and get a better return on their technology investments. They achieve this by showing them how to use technology more effectively. IT consultants also act as a link between the client’s technical team and the employees using the technology.

Information technology job description

In essence, an information technology consultant must consider the client’s market and technology requirements. This requires meeting with the client before starting the project to find out exactly what they want in terms of opportunities and results. Once the consultant has identified the client’s requirements, he must formulate a plan to meet those requirements. The IT consultant also works closely with the client’s technical team to make sure they understand how to manage the technology as it is set up. The information technology consultant may also give training presentations to staff so that they understand how to make full use of technical resources. The IT contractor sends monthly reports to the client outlining the implementation process. He also regularly reviews technology and makes suggestions for system changes.

US Technology Consultant Salary

Did you know that the average annual salary for a technology consultant is $81,743 39.3? That works out to $63,000 an hour! The range surrounding this average will range from $104,000 to $104,000. Consequently, technology consultants can earn more salaries as they progress beyond entry-level positions. Most technical consultants work for technology and professional firms, while others work for telecommunications, manufacturing, and technology firms to supplement their salaries. These are also not the only places where you can make more money. Washington, California and New Jersey are among the top three US states with the highest salaries for technology consultants.

However, the United States Bureau of Labor Statistics does not provide salary information for information technology consultants. However, it provides information about computer systems analysts who perform many of the same tasks as information technology consultants. At 77,740, the median salary for computer systems analysts was $77,740, according to the BLS. Jobs for systems analysts are predicted to grow by 22% between 2020 and 22. This is faster than the average for all professions.

Technology consultant salary in different cities

The annual salary of a professional consultant in the US is about $81,743 39.3, which corresponds to $97,993 per hour. Surprisingly, tech consultants earn the highest wages in Seattle, WA at around $70,000 per year. The average entry-level salary in Seattle, WA is $4,000 for those who are just starting out. In addition, technical consultants earn above average salaries in San Francisco, California, Washington, DC, Jersey City, New Jersey, New York, NY, and Philadelphia, Pennsylvania, while technical consultants of consultants is highest in Washington DC, California, New Jersey, New Jersey. York, Rhode Island, Maryland and Idaho. Tennessee, Louisiana and Kentucky, on the other hand, have the lowest salaries for professional contractors.

Top 10 Technology Consultancy Companies

So let’s take a look at the top ten outstanding technology consultancy companies in the world.

#1. Accenture

Accenture (short for Focus on the Future) is a multinational software consulting firm that was formed in 1989 as Anderson Consulting and merged with Dublin, Ireland in 2009.
The firm is well known for its advisory services, which include policy, digital, technology, and operations. Accenture is made up of many business units, including Accenture Consulting, Accenture Engineering and Accenture.

No. 2. Deloitte Consulting

Deloitte Consulting is recognized not only as one of the world’s largest technology consulting firms, but also as one of the largest specialist networks in the world. Founded in London in 1845 by William Welch Deloitte, the company is one of the Big Four companies providing professional technology consultant services.
Deloitte’s core business areas are auditing and assurance, accounting, management consulting, financial consulting, risk consulting, and legal and information technology consulting.

#3. Global Technology Services at IBM

IBM (International Business Machines) Global Services is a subsidiary of IBM, a global multinational company. So, the company was established in 1991 as a subsidiary of IBM and is headquartered in Armonk, New York, USA.
In addition to various technology consulting services such as laboratory services, customer centers, product manufacturing, platform testing and IT economics, the company also offers global outsourcing to its customers.

No. 4. McKinsey & Company

McKinsey & Company is considered one of the most influential technology consulting companies in the world. So, they work with corporations, government and non-government bodies, as well as non-profit organizations. The business is based in America and was founded in New York in 1926 by James O. McKinsey and Marvin Bauer.
This consulting firm works on strategic, organizational, operational and technology issues with a diverse group of industry divisions.

No. 5. Boston Consulting Group

Another prestigious technology consulting company integrated into the Boston consulting community. Bruce Henderson founded it in Boston, Massachusetts in 1963. BCG is well known for its management, politics and technology. consulting services that help companies solve the most complex problems.

No. 6. KPMG

KPMG (Klynveld Peat Marwick Goerdeler) was founded in 1987 in Amstelveen, the Netherlands and was later taken over by other multinational corporations.
This technology consulting company offers professional services in three areas: audit (40%), advisory services (38%) (IT consulting) and taxes (22%).
Companies partnering with KPMG can benefit from their honesty and collaboration with experts in data analysis and application.

No. 7. Capgemini

Capgemini is an organization of the European Society headquartered in Paris, France, founded in 1967 by Serge Kampf. It is the only French company that is widely known for offering technology consulting services and is among the top ten consulting firms. Its technology services include the design, creation and implementation of solutions, as well as system application and IT promotion.

No. 8. TATA Consulting Services

Tata is a multinational software development consulting company that combines technical expertise with business acumen.
It is well known for its consulting, application building, infrastructure support and business outsourcing services.

No. 9 SAP Services

SAP Services was founded in Walldorf, Germany in 1972. In the data processing industry, SAP means systems, applications, and products.

No. 10. Knowledgeable Technology Solutions

Established in 1994, this software consulting firm is headquartered in Teaneck, New Jersey, USA. Cognizant offers information technology services such as digital technology, consulting and operations.

Technology Consultant FAQ

What is Technology Consulting?

Technology consulting is the process of advising companies on how best to use technology and software to benefit their business . It may refer to the design and development, implementation or management of new technology.

You need a degree to become a

technical consultant

Most employers or clients require at least a bachelor’s degree when hiring a technical consultant. Most technical consultants earn a degree in a related field such as computer science or information technology.

What is the role of the technical consultant?

Technical consultants must be able to to provide expertise, advice and support to . Visit clients and provide hands-on training in their local environment. Install, update, maintain and evaluate products and services. Troubleshoot and resolve technical and hardware issues remotely and on site.

Conclusion

As you can see, technology will take over the world in this Generation 4.0, and as a result, IT adoption is a critical tool for any business looking to grow rapidly.
As a result, consultation with the technical plan for your business is undoubtedly important. With strong market shares and inventive technological innovation, the top ten software consulting companies listed above are likely to dominate the market.

1. TOP 10 BUSINESS ADVISORY COMPANIES TO HIRE
2. MARKETING CONSULTANT: everything you need to get started (+ free advice)
3. TECH ANALYST: Job Description, Salary and Employment Opportunity
4. Financial consultant: everything you need (+ better skills)
5. 5 TYPES OF BUSINESS CONSULTANTS USED IN HIGH DEMAND

Atomization or consolidation: trends in the legal personnel market

Illustration: Pravo.ru/Petr09 Kozlov0 for the legal market in the first half of 2020 became a pandemic. Cuts in partner pay, pay cuts, and hiring cuts have become a new reality for consultants of all sizes. Despite this, the first half of the year turned out to be quite active in terms of partnership transitions and transformations in companies: partners changed firms, new practices appeared in companies and management changed. Let’s figure out how the legal market will react to the new crisis.

In the first half of 2020, lawyers struggled to survive and maintain income. The collapse did not happen. Law firms got through the turbulent period quite confidently. The past crisis experience has affected. So, schemes of work in a situation of falling market have already been used before.

During the crisis, consultants focused on retaining staff. Although many players have taken a wait-and-see attitude and have effectively frozen hiring, some have made targeted cuts, and some companies continue to actively hire employees in an attempt to attract a quality resource from the market. At the same time, hiring companies and firms are facing an increase in cases of counteroffers and retention of employees, says Dmitry Prokofiev, head of recruiting company Norton Caine Legal Recruitment. “Companies take this step because they understand that now it is more important and easier to keep a quality resource at home than to look for a replacement in a more competitive market later,” he comments on the current situation.

But this does not mean that there will be no personnel changes after the pandemic. You should not expect activity in the selection of personnel: according to the estimates of legal headhunter and career consultant Elena Barinova, after quarantine, hiring will be resumed very gradually, especially for senior positions. At the same time, there will be attempts to reduce the amount of compensation with reference to the risks of the situation as a whole. In companies, most likely, there will be a “cleansing of the ranks”.

“During these two months, the majority of law firms reassessed their human resources. There is an understanding of who is a mandatory asset and who is a burden. The ballast will be gradually disposed of. How actively this will happen depends solely on further loading,” says Elena Barinova.

The main trend is the surge of vacancies “2 in 1”. Instead of two inefficient employees, they are looking for one, says legal headhunter Olga Demidova, founder of the Legal Talents Executive Search recruiting agency and The Paragraph Magazine. And it is typical for both in-house lawyers and legal consulting. So far, the workload of companies has decreased, except for a number of practices where the situation is reversed against the backdrop of the post-pandemic (labor, courts, bankruptcy, commercial, compliance). This will influence the approach to hiring. At the same time, the “doc-like” trend of a constant outflow of downloads from consulting to in-house persists, Elena Barinova believes.

Mergers and divorces

Mergers and divorces are ongoing. Separation of partners from large law firms into their own legal boutiques – atomization of the market – may become a reaction to the crisis. At the same time, some law firms on the eve of the pandemic were ready to consider joining teams, but after the crisis they will be more careful in this matter. The alliances being discussed, designed to strengthen the positions of companies in the market and help them capture new niches, concern, as before, mainly Russian firms. According to Barinova’s forecasts, we should expect partners with teams from large “ruffs” and international consultants to come out. This will primarily target teams that fail to meet performance targets. The latter will probably get tougher. Such team partners will seek alliances with simpler, comparable firms.

Due to the pandemic, discussions about mergers are on pause, and some have abandoned the merger. For example, AB KIAP

KIAP

federal rating.

Group
Arbitration proceedings (medium and small disputes – mid market)

Group
Compliance

Group
Corporate/M&A (mid market)

Group
International Arbitration

Group
Dispute resolution in courts of general jurisdiction

Group
Labor and migration law (including disputes)

Group
Antitrust (including disputes)

Group
Bankruptcy (including disputes) (mid market)

Group
Intellectual Property (Consulting)

Group
Intellectual Property (Registration)

Group
Family and inheritance law

Group
TMT (telecommunications, media and technology)

Group
Land law/Commercial real estate/Construction

Group
Intellectual property (Protection of rights and litigation)

Group
Criminal law

Company profile

, at the end of last year, announced the merger with AB DS Law

D. S. Law

federal rating.

Group
Corporate/M&A (mid market)

Group
Family and inheritance law

Group
Digital economy

Group
TMT (telecommunications, media and technology)

and law firm Balashova Legal Consultants under the common brand KIAP Digital & Smart, changed the decision. The companies decided to continue cooperation on joint projects, but so far have abandoned the merger. An example of the atomization of the legal market is the antimonopoly boutique created by Yaroslav Kulik and Kirill Dozmarov, both from the large law firm ART DE LEX

ART DE LEX

federal rating.

Group
Antitrust (including disputes)

Group
Land law/Commercial real estate/Construction

Group
Compliance

Group
Dispute resolution in courts of general jurisdiction

Group
sanctions law

Group
TMT (telecommunications, media and technology)

Group
Transport law

Group
Arbitration proceedings (large disputes – high market)

Group
Bankruptcy (including disputes) (high market)

Group
Corporate/M&A (high market)

Group
International litigation

Group
Natural Resources/Energy

Group
Finance/Banking Law

. Kulik & Partners Law. Economics specializes in antitrust litigation, public procurement and bidding.

Lawyers call the exit from the Russian Bar Association Regionservis a notable post-pandemic event

Regionservice

Regional ranking.

Group
Bankruptcy (including disputes)

Group
Land law/Commercial real estate/Construction

Group
Corporate/M&A

Group
Dispute resolution in courts of general jurisdiction

1 place
By revenue

1 place
By number of lawyers

its co-chairman Sergei Uchitel. In June, Master announced his intention to continue practicing law on his own. The company itself noted that 20 years of practice allowed the board to repeatedly verify the strength of the chosen partnership model and organizational structure.

I think that one of the factors of our stability is the chosen model of vertically integrated structure. We use various forms of partnership, but the share partner of the board is one person – Denis Rybakov, founder and chairman of the board. The co-chairs and other partners of the board work in a model that in Anglo-Saxon terminology is called Salary Partners. This allows us to maintain a high standard of reliability for each client, as well as to preserve the organizational structure, not to make the stability of the board dependent on the decisions of individual employees or economic conditions. The financial situation allowed Regionservis to go through the stressful quarantine period without losses, there are even personnel acquisitions.

Evgenia Chervets, head of the office of KA “Regionservis” in Moscow

The collegium has already encountered cases of the departure of several employees who were salary partners. According to lawyer Evgenia Chervets, head of the Regionservis office in Moscow, this did not affect the stability of the company. Clients and employees remained in the board. “We have been able to maintain relationships with customers and senior employees since 2000. The company went through all the economic crises, but every year it increased its professional staff and increased revenue. 2020 is the year of the 20th anniversary of Regionservice, in the context of which we decided on some internal reforms, but at the same time we will remain within the framework of the chosen partnership model. This allowed us to evaluate the accumulated assets and focus on our strengths. Now is a very interesting time for us – a time of structural transformations, active attraction of talented specialists, a significant expansion of the Moscow office,” said Chervets.

Transitions and new practices

Foreign ratings, which described the situation on the Russian market, noted the strengthening of Russian teams. Supporting this was the recent transfer from the London office of Jones Day to Beijou Vasani, an international arbitration expert and arbitrator who has led the international arbitration practice at Russia’s Ivanyan and Partners.

Ivanyan & Partners

federal rating.

Group
Arbitration proceedings (medium and small disputes – mid market)

Group
Antitrust (including disputes)

Group
Land law/Commercial real estate/Construction

Group
Corporate/M&A (high market)

Group
Tax consulting and disputes (Tax consulting)

Group
Natural Resources/Energy

Group
Finance/Banking Law

Group
Bankruptcy (including disputes) (high market)

3rd place
By revenue

3rd place
By number of lawyers

7th place
By revenue per lawyer (more than 30 lawyers)

. In 2020, a number of mid-segment companies have introduced new practices. Yes, Delcredere

Delcredere

federal rating.

Group
Arbitration proceedings (large disputes – high market)

Group
Dispute resolution in courts of general jurisdiction

Group
Antitrust (including disputes)

Group
Bankruptcy (including disputes) (high market)

Group
Intellectual Property (Consulting)

Company profile

, which opened an office in St. Petersburg, launched the practice of international arbitration under the leadership of Anton Garmoza, an associate partner of the bar, a New York lawyer.

In this story

• April 29, 10:25 am

Rybalkin, Gortsunyan & Partners, originally formed from foreigners from the foreign Akin Gump (with an emphasis on international disputes), expanded significantly after joining a partner AB Egorov, Puginsky, Afanasiev & Partners

Egorov Puginsky Afanasiev & Partners

federal rating.

Group
Antitrust (including disputes)

Group
Arbitration proceedings (large disputes – high market)

Group
Compliance

Group
Corporate/M&A (high market)

Group
International Arbitration

Group
maritime law

Group
Tax consulting and disputes (Tax consulting)

Group
Dispute resolution in courts of general jurisdiction

Group
capital markets

Group
sanctions law

Group
Family and inheritance law

Group
insurance law

Group
TMT (telecommunications, media and technology)

Group
Transport law

Group
Labor and migration law (including disputes)

Group
Criminal law

Group
Pharmaceuticals and healthcare

Group
Finance/Banking Law

Group
Private equity

Group
environmental law

Group
Bankruptcy (including disputes) (high market)

Group
FEA/Customs law and currency regulation

Group
PPP/Infrastructure projects

Group
Land law/Commercial real estate/Construction

Group
Intellectual property (Protection of rights and litigation)

Group
Intellectual Property (Registration)

Group
International litigation

Group
Tax consulting and disputes (Tax disputes)

Group
Natural Resources/Energy

Group
Digital economy

Group
Intellectual Property (Consulting)

1 place
By revenue

1 place
By revenue per lawyer (more than 30 lawyers)

1 place
By number of lawyers

Company profile

Dmitry Dyakin. He formed the firm’s new arbitration practice along with a group of other EPAM alumni: Counsel Vladimir Pestrikov, Counsel Dmitry Kaisin, Senior Associates Stanislav Karandasov and Vsevolod Taraskin. The company has also created a practice in another highly demanded area – antimonopoly. It was headed by adviser Nato Tskhakaya, who had previously been a partner at Danilov & Partners, and previously worked at the international Akin Gump Strauss Hauer & Feld, that is, in the same place as the founders of the company. Andrew Lomas, an experienced barrister and member of One Essex Court, one of the leading bar associations in the UK, has joined EPAM.

BGP Litigation

BGP Litigation

federal rating.

Group
Arbitration proceedings (large disputes – high market)

Group
International litigation

Group
Pharmaceuticals and healthcare

Group
Compliance

Group
Tax consulting and disputes (Tax consulting)

Group
Family and inheritance law

Group
Antitrust (including disputes)

Group
Intellectual Property (Consulting)

Group
Corporate/M&A (high market)

Group
International Arbitration

Group
Criminal law

Group
Digital economy

Group
Bankruptcy (including disputes) (high market)

Group
TMT (telecommunications, media and technology)

4th place
By revenue

6th place
By revenue per lawyer (more than 30 lawyers)

10th place
By number of lawyers

Company profile

launched a family law practice, and in May it became known that QUORUS GmbH

QUORUS GmbH

federal rating.

Group
FEA/Customs law and currency regulation

Group
International Arbitration

, founded a few years ago by a former managing partner of UST

YUST

federal rating.

Group
Bankruptcy (including disputes) (mid market)

Group
FEA/Customs law and currency regulation

Group
PPP/Infrastructure projects

Group
Land law/Commercial real estate/Construction

Group
Intellectual Property (Consulting)

Group
Dispute resolution in courts of general jurisdiction

Group
Digital economy

Group
Antitrust (including disputes)

Group
Arbitration proceedings (large disputes – high market)

Group
Tax consulting and disputes (Tax consulting)

Group
TMT (telecommunications, media and technology)

Group
Finance/Banking Law

Group
Corporate/M&A (high market)

Group
Labor and migration law (including disputes)

10th place
By revenue per lawyer (more than 30 lawyers)

16th place
By revenue

19-20th place
By number of lawyers

, created a real estate and construction practice in the Moscow office.

As for the “ilfs”, the situation is still “on pause”. Its development depends on the accumulated margin of safety and the number of employees. The smaller and more successful the office, the less complexities they have today. Over the past six months, the transitions of partners also took place among the Ilfs, but they were not so frequent. Notable in the market – Artem Tamaev, specializing in supporting M&A transactions, direct investments and joint ventures, moved to a partner position from Nikolskaya Consulting (an independent firm created by former partners of Herbert Smith Freehills)

Nikolskaya Consulting (an independent firm created by former partners of Herbert Smith Freehills)

federal rating.

Group
PPP/Infrastructure projects

Group
Land law/Commercial real estate/Construction

Group
Corporate/M&A (high market)

Group
International Arbitration

Group
Natural Resources/Energy

Group
sanctions law

Group
TMT (telecommunications, media and technology)

Group
Finance/Banking Law

Group
Antitrust (including disputes)

Group
International litigation

Group
Tax consulting and disputes (Tax consulting)

Group
Bankruptcy (including disputes) (high market)

at Morgan Lewis

Morgan Lewis

federal rating.

Group
Natural Resources/Energy

Group
TMT (telecommunications, media and technology)

Group
Labor and migration law (including disputes)

Group
Pharmaceuticals and healthcare

Group
Finance/Banking Law

Group
Intellectual Property (Consulting)

Group
Corporate/M&A (high market)

Group
International Arbitration

Group
Antitrust (including disputes)

Group
Bankruptcy (including disputes) (high market)

.