MBB (McKinsey & Company, Boston Consulting Group (BCG), Bain & Company) vs Big-4 (Ernst & Young (EY), Deloitte, KPMG, PwC) โ when to use which
Why it matters: Different firms are built for different jobs. Pick by outcome, not brand.
๐งญ ๐ ๐๐ = ๐ฐ๐น๐ฎ๐ฟ๐ถ๐๐ + ๐๐ฎ๐น๐๐ฒ
Turn confusion into clear choices and a value-backed plan. Design the target operating model (how people, process, and tech should work). Set up a project management office to track benefits (real results).
๐๏ธ ๐๐ถ๐ด-๐ฐ = ๐๐ฐ๐ฎ๐น๐ฒ + ๐ฑ๐ฒ๐น๐ถ๐๐ฒ๐ฟ๐
Design, build, and run big programs: enterprise resource planning, customer relationship management, cloud, and data platforms. Launch shared services, controls and compliance, and managed services with service level agreements.
โ
๐ค๐๐ถ๐ฐ๐ธ ๐ฟ๐๐น๐ฒ
โข Need decisions + alignment fast โ MBB
โข Need platforms/processes built and operated reliably โ Big-4
โข Big transformation โ Often both (MBB shapes value; Big-4 builds and runs)
๐ก ๐๐ฎ๐๐ ๐ฒ๐
๐ฎ๐บ๐ฝ๐น๐ฒ๐
โข Sales flat โ MBB for growth plan, pricing, 12โ18-month roadmap.
โข Rolling out enterprise resource planning + data platform โ Big-4 to architect, migrate, integrate, and run with service level agreements.
โข Just bought a company โ MBB for synergy plan + first 100 days; Big-4 to run integration and controls.
โ ๏ธ ๐๐๐ผ๐ถ๐ฑ
โข Buying tech when you needed choices
โข Writing a strategy your teams canโt build
โข Ignoring audit-independence rules with your auditor.
โ๐ค๐๐ฒ๐๐๐ถ๐ผ๐ป ๐ณ๐ผ๐ฟ ๐๐ต๐ฒ ๐๐๐ข:
๐๐ฉ๐ช๐ค๐ฉ ๐ด๐ช๐ฏ๐จ๐ญ๐ฆ ๐ฐ๐ถ๐ต๐ค๐ฐ๐ฎ๐ฆ ๐ธ๐ช๐ญ๐ญ ๐ถ๐ฏ๐ญ๐ฐ๐ค๐ฌ ๐ต๐ฉ๐ฆ ๐ฎ๐ฐ๐ด๐ต ๐ฆ๐ฏ๐ต๐ฆ๐ณ๐ฑ๐ณ๐ช๐ด๐ฆ ๐ท๐ข๐ญ๐ถ๐ฆ ๐ช๐ฏ ๐บ๐ฐ๐ถ๐ณ ๐ฃ๐ฐ๐ข๐ณ๐ฅ๐ณ๐ฐ๐ฐ๐ฎโ๐ฅ๐ฆ๐ค๐ช๐ด๐ช๐ท๐ฆ ๐ค๐ญ๐ข๐ณ๐ช๐ต๐บ ๐ฐ๐ฏ ๐ค๐ฉ๐ฐ๐ช๐ค๐ฆ๐ด (๐๐๐) ๐ฐ๐ณ ๐ช๐ฏ๐ฅ๐ถ๐ด๐ต๐ณ๐ช๐ข๐ญ-๐จ๐ณ๐ข๐ฅ๐ฆ ๐ฃ๐ถ๐ช๐ญ๐ฅ-๐ข๐ฏ๐ฅ-๐ณ๐ถ๐ฏ ๐ข๐ต ๐ด๐ค๐ข๐ญ๐ฆ (๐๐ช๐จ-4)? ๐๐ฉ๐ข๐ต ๐ธ๐ช๐ญ๐ญ ๐บ๐ฐ๐ถ ๐ด๐ต๐ข๐ฌ๐ฆ ๐บ๐ฐ๐ถ๐ณ ๐ฏ๐ข๐ฎ๐ฆ ๐ฐ๐ฏ ๐ฅ๐ฆ๐ญ๐ช๐ท๐ฆ๐ณ๐ช๐ฏ๐จ?