I’m looking to transition into a corporate strategy role after 3 years in management consulting. Heard some vets here developed practical frameworks for making this shift – anyone willing to share real examples? Specifically curious how you translated advisory skills into internal decision-making processes. What’s NOT obvious about this transition that those frameworks address?
lol ‘frameworks.’ most corp strat teams just want someone who can make pretty slides and schmooze stakeholders. the real secret sauce? learn to care about annual planning cycles. pro tip: your MBB playbook works until some director’s pet project derails everything. good luck!
used a ‘stakeholder mapping matrix’ from some ex-Bain guy here. shocker – it’s just a 2x2 grid with nicer fonts. did help identify which execs actually matter though. still got stuck arguing over kpi definitions for 6 weeks. framework won’t save you from corp bureaucracy.
wait where do u find these frameworks??? im 1yr into consulting nd want 2 transition but my firm doesnt teach this stuff. r they in the comm library?? pls help!
The key difference is ownership mentality. In consulting, you analyze and walk away. Corporate strategy requires shepherding execution. A framework I’ve used successfully: Map your consulting toolkit to three dimensions - Decision Rights Analysis, Initiative Sequencing Matrices, and Political Capital Budgeting. Focus 70% of your transition prep on the last element – most consultants underestimate organizational dynamics.
You’ve got this! The frameworks really work - doubled my impact in first 6 months! Just stay open to learning internal processes 
When I moved to a F500 strat role, this battle-tested ‘alignment canvas’ from a forum member saved me. Spent weeks aligning VPs using it – messy as hell, but the COO noticed. Now lead our M&A integration team. Secret? It forces concrete commitments early.
Analysis of 23 transitions shows successful pivots spend 38% more prep time on internal stakeholder analysis versus pure technical skills. Recommend using a modified RACI matrix tracking both formal/informal influence. 67% of failed transitions cite ‘unexpected resistance from middle management’ as primary hurdle.