What happens to MBB Middle East BAs/Associates if case demand drops?

Hi,

I spent around 10 years in consulting, so I experienced several ups and downs in demand.

When demand falls in one office, the first lever firms use is international staffing. Consultants are temporarily staffed on projects led by offices where demand is stronger (this is more realistic than a permanent transfer).

The second lever is to slow down or freeze hiring. If the slowdown continues, firms may also reduce the pace of promotions or apply stricter promotion standards, but this is already a very hard decision that they may take in an extremely tough time.

Counselling people out or reducing headcount is the last lever firms pull because 1) it creates a tense and difficult working environment, and 2) it disrupts the firm’s hierarchical pyramid and leaves gaps that take years to rebuild. However, it cannot be ruled out if the downturn is particularly severe or prolonged.

Hope this helps.
Franco

Hi there,

I would separate 2 things the question treats as one. Utilisation is a staffing metric, and it belongs to the staffing team. Your rating belongs to the people who actually saw you work. In a slow market, the real exposure is not the idle weeks; it is arriving at the review cycle with 2 case reviews instead of 4.

A few things I would weigh before applying:

• A small review sample raises variance, not just risk. 1 lukewarm review out of 2 reads very differently from 1 out of 4, so I would treat the quality of the cases I do get as the only lever fully in my control.
• Internal visibility becomes the scarce resource, not billable hours. Unstaffed time is neutral only if it is visibly used. The people who come out of a quiet period well are usually the ones who attached themselves to proposal work, a practice area's research or a partner who was actively pitching.
• Mobility is thinnest exactly when it is most useful. A transfer generally needs a rating track record and a sponsor in the receiving office, which someone in their first 12 to 18 months does not yet have. I would not join an office on the assumption that I can move out of it.
• Firms do recognise when a slowdown is market-driven rather than individual, though from what I have heard this changes the tone of the conversation more than the bar itself, and it can vary by office and by cycle.

You are asking this as a candidate deciding whether to apply, which makes it a question about choosing an office rather than surviving one. I would use the interview process to ask which industries and client types the office has actually staffed over the last 12 months, and treat an unspecific answer as an answer.

Hi there,

First of all, please try not to worry about things you cannot control. If the bench is a bit longer at the moment, that is the state of things.

Secondly, I agree with the other coaches that you should not worry too much.

During your time on the bench you should do a few things:

Continue to network within the firm

Attend Friday drinks, grab coffee with people, etc.

Learn from your firm's internal learning system

Raise your hand to support on proposals

Let staffing know you're available every so often (not annoyingly)

#6…most important….enjoy the paid time off!!

On mobility, I've transfered a few times within companies and have the following advice:

1) Build a stellar reputation - do good work, work hard, and be known as "the guy/gal" for xx

2) Build your network - network agressively (yes, networking doesn't end once you've gotten the job offer). Make sure you're known by and have allies in people who make decisions such as staffing managers, Partners (specifically those responsible for recruiting/resources and who are heads of industry/function verticals), etc.

2) b). When I say network "aggressively" please don't be needy/annoying :) There's nothing worse than someone who is obviously working the room or trying to please!

3) Look out for opportunities - Look for office transfers, short-term projects, ambassadorships, etc.)

4) Practice patience and be flexible - This might take a year or two. And you need to be ready to go at the flip of a coin.

Since you’re thinking seriously about what working in consulting looks like during difficult periods, this Consulting Survival Guide may also be useful.

Low utilization during a market slowdown is not automatically the same as poor performance. The practical risk is that fewer cases give you fewer opportunities to build strong reviews and internal relationships. How firms handle that varies by office and cycle, so I would not assume one standard policy.

As a candidate, ask interviewers what the office has staffed recently, how often junior consultants work across offices, and what people are expected to do between cases. Specific examples will tell you more than general reassurance.

If you join and spend time unstaffed, stay close to the staffing team and contribute to proposals, research or internal work where your contribution is visible.

Temporary cross-office staffing may be easier than an immediate permanent transfer. A permanent move usually needs a business reason and support from the receiving office. I would not choose an office assuming you can transfer out quickly.

hey there :)

generally, a market driven slowdown is not treated the same way as poor performance. If there simply aren’t enough cases, firms usually look at the broader context and try to manage staffing through internal initiatives, training, leave, or transfers rather than immediately treating low utilisation as an individual performance issue. That said, a prolonged slowdown can obviously create more pressure around staffing and performance.

Mobility can also be quite realistic in MBB, especially if you have a strong track record and the other office has demand. Temporary staffing across offices can sometimes be easier than a permanent transfer, but it depends heavily on the firm, visa situation and demand in the destination office.

I’d therefore not let the current uncertainty discourage you from applying. Your individual performance and reputation will still be much more important than trying to predict the exact market cycle.

best,
Alessa :)