Inside the Business Analyst Role: Starting a Career at McKinsey

Welcome to McKinsey Unpacked, a series designed to offer a glimpse behind the scenes of McKinsey. This episode features Marie and Blair, who co-lead global McKinsey recruiting, and two current Business Analysts, Lauren and Ritvik. Blair, based in Washington, D.C., highlighted the spring recruiting cycle in the US, expressing gratitude for the arrival of spring and the opportunity to meet talented undergraduates for summer business analyst roles. She noted the diverse accomplishments of candidates, ranging from scholar-athletes and student body presidents to entrepreneurs and deep researchers. Marie, reflecting on her 23rd anniversary at McKinsey, shared a humbling experience of interviewing candidates born in or after the year she joined. She vividly recalled her own internship as a Business Analyst in Germany in April 2003, emphasizing the significant responsibility she received from day one without prior consulting experience. This early responsibility was a key reason she chose McKinsey, offering a broad range of experiences that deeply impressed her. The episode's guests, Lauren and Ritvik, exemplify the diverse talent McKinsey seeks. Lauren, based in London, is recognized as Oxford's strongest female powerlifter in varsity history and founded Bear the Brand, a social venture. Ritvik, a computer science major and entrepreneur, works in McKinsey's business building practice, focusing on generative AI products, and in the education practice. Lauren shared her journey into McKinsey through the Black Future Leaders Program, which offered an introduction to consulting and the firm's network. She highlighted that McKinsey offers multiple avenues for entry, emphasizing the importance of networking and building connections within the firm's ecosystem. Ritvik, initially pursuing a career in tech as a data scientist, discovered consulting through a friend who had a startup background. He realized that consulting offered breadth across industries, allowing him to explore various fields early in his career and identify what he truly wanted, or didn't want, to pursue. Both guests stressed that they didn't initially anticipate a career in consulting, echoing Marie and Blair's own experiences of joining without a clear long-term career path, viewing McKinsey as a springboard for diverse opportunities and skill development. Lauren drew a parallel between being an athlete and a consultant, describing both as high-performance environments. She noted that the discipline, resilience, conflict resolution, and problem-solving skills gained from athletics are directly transferable to consulting. Lauren praised McKinsey's holistic interview process, which values these intangible skills and encourages candidates to share their personal stories and experiences. Ritvik further explained his decision to choose consulting over a deeper dive into tech. He highlighted that while tech often focuses on solving specific problems in depth, consulting offers breadth, exposing individuals to a wide variety of industries and functions in a short period. This flexibility helps in deciding future career paths and understanding the broader implications of business problems beyond just technical solutions. He also noted that consulting provides valuable skills in establishing business relationships, which are crucial for entrepreneurship later on. Discussing a day in the life of a Business Analyst, Ritvik outlined four core areas: client relationships, problem-solving sessions with McKinsey leaders, technical work like Excel modeling, and communication through presentations (e.g., PowerPoint). He also addressed the role of AI, explaining that while AI can accelerate the "how" of implementation, the "what"—the strategic and creative understanding of the problem—becomes even more critical. AI's effectiveness depends on the context provided, thus reinforcing the need for strong human problem-solving and judgment. Lauren added that BAs are entrusted to become micro-subject matter experts from day one, which helps combat imposter syndrome. She emphasized the supportive and collaborative environment at McKinsey, where colleagues act as allies and resources are abundant for upskilling and deepening understanding. Lauren highlighted the firm's diverse sectors, many of which she didn't know existed before joining, broadening her horizons and making her realize the vast opportunities available. She encouraged prospective candidates to attend networking events and open days to meet consultants and ask questions, underscoring that McKinsey is a "leadership factory" due to its extensive support system. Ritvik elaborated on McKinsey's development process, mentioning the leadership development model that defines success for each role. This model helps BAs reflect on their skills every six months, identifying areas for growth. He shared a personal example of focusing on client relationships after a period of extensive Excel modeling, demonstrating how the firm supports individuals in building a well-rounded skill set. This structured development ensures that BAs touch upon various aspects of their toolkit within their first two to three years. Blair discussed McKinsey's staffing model, explaining that early in a consultant's career, project assignments are purposeful, designed to meet development needs and ensure growth. This shifts as consultants gain experience, allowing for more choice in projects and focus areas. Marie added that professional development colleagues help navigate the staffing process, offering choices and advice, though she stressed the importance of being open-minded to maximize learning opportunities. Lauren offered advice on building a network at McKinsey, encouraging new joiners to say "yes" to social and networking events. She emphasized that networking at McKinsey is less transactional and more about finding like-minded individuals through affinity groups and community building. She shared her experience of co-founding "Athletes at McKinsey" and maintaining contact with mentors, highlighting the firm's investment in individual journeys and development. Regarding the application process, Ritvik advised applicants to consider where they'd want to spend their weekends when choosing an office, as travel is common during the week. He chose Dallas for its proximity to home, warm weather, and equidistant location between the East and West Coasts, allowing for diverse project opportunities across North America. Marie added a crucial point for international applicants: many global offices require proficiency in the local language, as project work often occurs in the native tongue to drive deep change with clients. Lauren provided insights on making a resume stand out, advising candidates to include everything, even non-traditional experiences like powerlifting or committee work, and to highlight leadership positions and personal impact. She stressed that McKinsey seeks a breadth of profiles, not just one type. She also highlighted the Personal Experience Interview (PEI) as an opportunity to celebrate achievements and showcase human skills like influencing, building trust, and productive disagreement. Marie reinforced this, urging applicants not to underestimate the value of diverse experiences, including volunteering or service jobs, as they demonstrate valuable people skills. She also noted that most European offices no longer require cover letters, suggesting focus on the CV instead. Ritvik shared his most surprising aspect of the recruiting process: receiving an interview despite uncertainty about his performance on the "solve game," realizing it's just one data point in a holistic review. He also praised the PEI for its focus on culture and the interviewer's genuine interest in his stories. Lauren found the case interview surprisingly collaborative, describing it as a joint problem-solving effort with the interviewer rather than a high-stakes judgment. For their "snack for the road" advice, Ritvik encouraged applicants to "be yourself" and not try to retrofit their backgrounds, as McKinsey values diverse profiles. Lauren advised not to underestimate the impact one can bring to the firm and to "enjoy the journey" of getting into McKinsey.