Arguments against "Unwise to let analysts with little experience give recommendations to C-suite managers"?

This is a common misunderstanding of how consulting works. And you are absolutely right that even though it appears the recommendations were presented by someone junior, there is a huge pool of experts behind the analysts to support the analysis. There are also layers of pressure testing, reviews, and revisions to ensure the results are bulletproof. Also to remember, when clients see the analysis, they consider it as the consulting firm's suggestion, not one person's idea. The strength of consultants is more on problem-solving, than "know-it-all".

I completely understand your feeling about wanting to convince this person, but I wouldn't sweat about trying to convince him/her :)  Coming from a technical background, I often have this type of conversation with my college friends who are tech leaders unfamiliar with the consulting industry. Sometimes they make fun of it when seeing news about XYZ company paying millions of dollars for something obvious. I laugh with them, because the news sometimes does depict it funnily. But I stopped trying to convince them, because they don't know how it works, and they don't have to. If you believe this career or type of work is valuable, then it IS valuable. 

But, if you still really really really want to convince this person (and I get that feeling too) , ChatGPT can help list 5-10 more bullet points as well :) 

Cheers,

Han

Hey! 

Hiring external consultants is valuable despite analysts being fresh graduates, as they work under the guidance of experienced senior consultants and partners who are industry experts, ensuring recommendations are robust and well-vetted. Analysts contribute by performing rigorous data analysis, modeling, and research, which are critical for developing data-driven insights rather than relying on subjective assumptions. They bring fresh perspectives, challenge entrenched thinking, and leverage the firm’s proven methodologies and resources such as industry databases and case libraries. Recommendations are collaboratively developed with client teams and reviewed by partners before being presented to C-suite managers, ensuring they are strategically sound and contextually appropriate. The success of consulting firms globally in delivering value demonstrates that their structured, team-based approach effectively balances the contributions of less experienced analysts with the expertise of senior team members.

Alessa :)

Hi there,

This is a pretty common critique of consulting, and honestly, it misses the point of how the industry works.

Yes, analysts are often fresh grads with limited experience, but they don’t operate in a vacuum. They’re backed by senior consultants and partners who bring decades of expertise. The analysts are there to do the heavy lifting—gathering and analyzing data, structuring insights, and building slides—but everything they do is guided and vetted by those senior team members before it reaches the C-suite.

Think of it like a surgeon and their team. The surgeon (partner) makes the big decisions, but the team (analysts, associates, etc.) does all the prep work to ensure the operation runs smoothly.

As for value, consultants aren’t hired just for their recommendations—they’re hired because they bring:

1. Objectivity: Consultants can step in without the internal biases that often cloud decision-making.
2. Problem-Solving Rigor: They have frameworks and experience tackling complex problems.
3. Execution Support: It’s not just about what to do; they often help implement the solution.

So, while analysts might seem “green,” the real power of a consulting team lies in the structure, process, and experience layered on top of their work. It’s not about one person; it’s about the collective expertise.

Hope this helps you counter the argument! Let me know if you need more details.

Hi there,

I would be happy to share my thoughts on your question:

• First of all, it is important to understand that while analysts may be at the beginning of their careers, they do not work in isolation. Their work is constantly overseen by more experienced consultants who guide the process and shape the final recommendations.
• Moreover, it is often overlooked that, at least in the case of strategy consulting firms, consulting firms are not always and exclusively hired for their deep industry expertise, but rather for their methodological excellence, which enables them to solve their clients' most difficult challenges.

If you would like a more detailed discussion on your specific situation, please don't hesitate to contact me directly.

Best,

Hagen

Hey there, 

Just to add on to what my fellow coaches have said, it wouldn't be the individual advice and recommendations coming from the analyst. If that was the case, the C-suite managers would just hire those analysts directly and not the Firm. 

The brand of the firm has backing of deep topical and industry expertise, as well as research capabilities, global and local benchmarks (and best practices), methodologies and approaches, etc. and all these are adopted by consultants that work there