P E R S P E C T I V E
The War for Talent: Physicians in Management Consulting
Michael P. Ennen, Stanford University School of Medicine
Doctors for Companies
CORPORATE AMERICA HAS BEEN ENGAGED FOR YEARS IN A
battle to recruit and retain creative thinkers and dynamic lead-
ers. The trenches of this “war for talent”1 are now being dug
into the worlds of clinical medicine and biomedical research.
During the past decade, medical students, house staff, and prac-
ticing physicians have departed in increasing numbers to man-
agement positions. The search for a position in the corporate
world—once a haphazard process—has been replaced in many
instances by an organized, efficient recruiting effort targeted
specifically at people with MD and PhD degrees.
Perhaps no industry has been as successful at attracting
and integrating people with alternative professional de-
grees (APDs) as management consulting. At McKinsey and
Company, more than half of its 6000 consultants hold gradu-
ate degrees other than an MBA (A. Mini Harris, verbal com-
munication, February 2001). A company representative
summarized the approach to recruiting APD holders: “To
hire the world’s best talent wherever that talent resides”
(A. Giangola, verbal communication, February 2001).
Medical students, residents, and people with biomedical PhD
degrees have become attractive to industry as potential con-
sultants. At McKinsey, approximately 200 people with APDs
will be hired this year from campuses in the United States
and Canada. Consulting firms are hiring people with APDs
who have expertise in their respective fields, but who may
have little or no formal business background or education.
The need to rapidly educate a diverse group of individuals,
most of whom have science backgrounds, in the basics of
management principles is of particular concern to consult-
ing firms. At McKinsey, a high intensity, 3-week “mini MBA”
and numerous other structured learning experiences in the
first year of employment allow new consultants to inte-
grate quickly into their consulting positions.
Since hiring of people with APDs has become more com-
mon, theculturaladjustmentthatphysiciansfacehasbecome
easier but is still not insignificant. The learning experience at
consultingfirmsinvolvestrainingincommunication, organi-
zational, and interpersonal subtleties. Most firms use a team-
basedmodelthatmayresemblebutisinfactquitedistinctfrom
workinggroupsinhospitals.Tobesuccessful,physiciansmust
modifytheirexpectationsabouttheirroleinahierarchy, their
individual input, and the service being provided to clients.
However, these obstacles are usually overcome. “APDs per-
form at least as well as MBAs by the end of the first year,”
said a manager of recruiting at McKinsey (A. Mini Harris,
verbal communication, February 2001). The successful con-
sultant’s tool kit includes strong analytic and integrative skills,
a dedication to teamwork, and an aptitude for leadership—
abilities that are also necessary for success in medical school
and residency. In fact, the experience at the top consulting
firms has been that people with APDs are promoted and make
partner at least as fast as their MBA counterparts. As Rajat
Gupta, a McKinsey partner said, “We can pick up people
who have not studied business and can teach them, if they
have the intellectual firepower.”5
Frogs in a Wheelbarrow
A McKinsey and Company report states: “Today’s high per-
formers are like frogs in a wheelbarrow: they can jump out
at any time.”1 Medical students and physicians are among these
“high performers” who are becoming aware that there are ca-
reer opportunities outside traditional clinical medicine.
Fear of reaching a professional plateau is a reason often
cited by physicians who have chosen to enter management
consulting.2 They cite the challenge of continually work-
ing on new problems and shaping new industries as a source
of professional satisfaction. Medical students and resident
physicians are also given to understand that there is wide-
spread dissatisfaction among practicing physicians.3
Length and cost of training are also concerning to medical
students and residents. Several years of additional postgradu-
ate training, required for many specialties, can be a psycho-
logical and financial hurdle for students, who on average in-
cur just under $100000 of debt during their medical education.4
Add to that a life that will try the limits of a person’s physical
and emotional endurance and many students are left asking
“Why would I do this to myself?” The result is a reevaluation
of goals and consideration of alternative careers.
Disclosure: The author is an MD degree candidate who has accepted a position
with McKinsey and Company as an associate.
REFERENCES
1. Frogs in a Wheelbarrow. McKinsey & Company Featured Research Web site.
ruary 26, 2001.
2. Beedham T. Why do young doctors leave medicine? Br J Hosp Med. 1996;55:
699-701.
3. Donelan K, Blendon RJ, Lundberg GD, et al. The new medical marketplace: phy-
sicians’ views. Health Aff (Millwood). 1997;16:139-148.
4. Proctor J. Medical school debt: making sense of life in the red. Association of
/reporter/march2000/debt.htm. Accessed February 26, 2001.
5. Leonhardt D. A matter of degree? not for consultants. New York Times. Oc-
tober 1, 2000.
Another reason for entering consulting comes from the genu-
ine desire to have an impact on the processes of curing dis-
ease and promoting health. Some people with APDs, includ-
ing myself, find an excellent outlet for this desire in working
for consulting firms, which combines addressing the key
strategic issues for industry in generating new knowledge,
and in working pro bono for the environmental, educational,
and public health organizations in their communities.
2252 JAMA, May 2, 2001—Vol 285, No. 17 (Reprinted)
©2001 American Medical Association. All rights reserved.
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