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Transitioning from Management Consulting to Corporate Strategy/M&A – the Interview Process

Tom Spencer

Interviews. After going through a handful of interviews through referrals, direct reach out from HR/hiring team, and LinkedIn/company website applications I would categorize my interviews into three buckets: Corporate strategy. BizOps / Strategy & Operations at tech firms. Multiple hiring team interviews (case + fit).

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Brews, News and Booz & Company: Interview and Culture Insights

Management Consulted

Booz & Company Interview and Culture. So you have a Booz & Company interview coming up, and you want to be the best candidate they see? Early on, he wrote many articles about his real passion of “taking the measure” on business problems. The focus of this article is on Booz & Company because of its focus on strategy.

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Hay Group Interviews and Culture

Management Consulted

The Hay Group carried on growing for the next 20 years, expanding its operations and its global reach. Things continued in this vein, with Daniel Goleman using Hay Group research to publish “Working With Emotional Intelligence” in 1999. HAY GROUP INTERVIEWS AND RECRUITING. Exit Opportunities.

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How to De-Risk Working with a Freelance Management Consultant

Comatch

The world is changing rapidly, and the way that companies operate within it needs to shift as well. workforce and 14% of the European workforce operate as freelance professionals. . I recommend conducting an extensive interview that evaluates more than hard skills. Consultant Use Cases. Currently, 36% of the U.S.

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What It Takes to Become a Great Product Manager

Harvard Business

As an aspiring PM, there are three primary considerations when evaluating the role: Core Competencies , Emotional Intelligence (EQ), and Company Fit. Some examples of these competencies include: Conducting customer interviews and user testing. Emotional Intelligence (EQ). Running design sprints. Company Fit.

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What Self-Awareness Really Is (and How to Cultivate It)

Harvard Business

Conducting in depth interviews with 50 people who’d dramatically improved their self-awareness to learn about the key actions that helped them get there, as well as their beliefs and practices. The highly self-aware people we interviewed were actively focused on balancing the scale. But this doesn’t have to be the case.

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Younger and Older Executives Need Different Things from Coaching

Harvard Business

Our data included executives’ scores on personality and emotional intelligence assessments, interviews with their managers and HR, and our case notes. In each case, one of us served as the executive coach and worked with the executive to set their individual goals.