Posts Tagged ‘summer’
This blog feels like an attic that I haven’t been to in years!!! Excuse me for a moment while I clean the dust…
There… Much better now!
I’ve been quite busy trying to earn my keep as an MBA Intern. Between June and September, I had the privilege of working with Shell International Petroleum Company here in London. I worked with the Retail Engineering Team – the people that manage the construction and maintenance of Shell retail stations all over the world. During my first week on the job, I visited a station that previously belonged to a competitor but was being converted to Shell standards, what is called a ‘KDRB’ – Knock Down and Re-Build. Suffice to say, there is so much thought and effort that goes into the construction and maintenance of fuel stations that the average consumer neither knows nor sees. All we do is get in, buy fuel, perhaps go into the shop, use the restroom, and then get out. But setting up a retail station to ensure that customers get safety, speed and ease of use – well, let’s just say I appreciate that team a whole lot more!
Working with Shell was a marvellous experience. My first paradigm-altering experience was with the lifts at Shell Towers. You know the story about the janitor/cleaner that tells the engineer (or was it architect) that he could put the lift outside the building instead of inside it? At Shell Towers, the floor buttons are outside the lifts. That first week, I had to consciously resist the temptation to stretch out my fingers to input my destination after getting into the lift, even though I already had done that before entering the lift.
More importantly, I enjoyed the collaborative and consensus-driven culture that operates at Shell. In my mind, the culture is a clear expression of the principle that no single person knows everything. While working at Shell, I had numerous interactions with lots of people within and outside my team – and they were only too willing to help. People thought nothing of spending significant time with me to help me understand not only the project I worked on, but also, the ways of working at Shell. In addition, decision-making processes are structured in such a way as to get the opinions and buy-in of a number of stakeholders, to ensure that there is broad support for initiatives executed. Obviously, getting consensus can slow down the decision-making process, but I guess that’s the trade off you get – speed versus support. That’s one of the core lessons from Strategy & Operations Management – picking a strategy and executing it; it’s about making a choice, prioritising a set of values or system over another. You can’t have everything.
The other thing I liked about working with Shell was work-life balance. Days I would get in by 8.00 a.m, and my floor would be empty. Days when I left by 7.00 p.m, I was the last to leave. In addition, it is possible to work from home (obviously pre-arranged with your manager, and if your physical presence is not required at the office). I did visit the gym in the building on some days, but seeing as I’m still packing pounds on my body, I guess I didn’t spend enough time there!
It wasn’t easy leaving. I felt a good kind of tired on the last day of my internship – like I had put in my all, and my effort was appreciated. I worked with amazingly great people (time to name-drop) – Bernard, Pedro, Graham, Gena – thanks for the wonderful experience!
So what’s next? Year 2 of the MBA begins! But that story is definitely for another time – hopefully not as much dust would have accumulated by then.
I’m now four from eight.
That first email that comes through offering you an interview is an incredible confidence boost. You finally realize that firms don’t all start their emails with “Thank you for your application. However…” Your foot is in the door, quite literally in some cases when firms host interviews at their offices. But again, a reality check quickly follows. Afterall, this is only a foot in the door; we’ve been reminded numerous times that this is only the first step along a tough and merciless road (nevertheless, a significant step, that could, I feel, be measured in comparable size to those taken by Neil Armstrong). We’ve been culled down to a select few for the first interview. Following that an even more ruthless cut will ensue, succeeded by a minority who are left standing at the end. It sounds like something even Gordon Gekko would be challenged at.
A series of interviews now face me. But what does a consulting interview comprise of? The core is the case problem. These usually start with the premise that the CEO has asked for your advice to solve their problem, whether that be falling profits, market entry, a potential merger, or some other scenario. Your role, no, your duty, is to identify the crux of the issue and resolve it in the short space of 30 minutes or so.
So how does an MBA student prepare when one has succeeded at making it to this first round? Thankfully, it is not too hard, it just requires persistence. You must first turn your head and open your eyes to see all the hopeful study partners all around. I am immensely appreciative for the collaborative and constructive help of my fellow classmates. They, like you, are wanting to succeed. And perhaps in the most illustrative example of a ‘win-win’ scenario, you buddy up and test each other on sample cases. And you do this until you are verging on being repulsed by their company and constructive feedback. You wonder if you even want to be a consultant after you have long forgotten and given up counting the number of cases you have burned through. In these weeks of recruitment you will see the best and worst of your classmates – the built up pressure and stress in their frayed nerves and short tempers, the highs from crushing a case, the lows from screwing up the maths worse than their thirteen year-old cousin. Don’t forget, they see the same in you.
And through all this, you strengthen those connections with your classmates; an incredibly perverse bonding experience.
Now bring it on.