"The Pyramid Principle" by Barbara Minto is a must-read for any incoming MBB consultant who is looking to improve his/her communication skills. Minto is a former McKinsey consultant and her book provides a structured approach to writing and presenting ideas in the favourite communication method of consultants - you guessed it: Top-down communication.

In the first part, she introduces the Pyramid Principle, which is a way of organizing ideas in a logical and easy-to-understand top down manner The Pyramid Principle involves starting with a main idea and then using a series of supporting ideas to build a logical argument. The result is a clear and concise presentation that is easy for the audience to follow.

In the second part of the book, Minto provides a step-by-step guide to using the Pyramid Principle. She explains how to structure ideas, how to use supporting evidence effectively, and how to present ideas in a compelling way. 

Overall, "The Pyramid Principle" is a valuable resource for management consultants who want to improve their top-down communication. We highly recommend this book because consultants use top-down communication every day. If you are not certain about your skills in this area, give this book a try. It provided valuable insights for us, and we are sure it will do the same for you.

"When McKinsey Comes to Town" by Walt Bogdanich and Michael Forsythe is a critical examination of the role that management consulting firms like McKinsey play in shaping public policy and business decisions. The book definitely is entertaining and raises some important questions about the influence of consultings firms. However, if you are working in the consulting industry the book falls short in several ways.

First, much of the information presented is not new. Many of the scandals and controversies covered in the book have already been extensively discussed in the Financial Times and other media outlets. As a result, the book feels somewhat repetitive and fails to provide any new insights or perspectives if you follow the news on the consulting industry. 

Second, the book takes a somewhat one-sided view of the consulting industry. While it is certainly true that consulting firms can have a significant impact on the organizations they work with, the book tends to focus exclusively on the negative aspects of this influence. It fails to acknowledge that consulting firms can also provide valuable insights and expertise that help organizations make better decisions. The way consultancies serve their clients can also explain this. When a consulting firm helps a client enter a new market, the success is often reported solely as the company's success. However, if a CEO wants to cut costs, she may argue that it was proposed by the consultancy. This is part of serving the clients: leaving them 100% of the glory of their success and taking the blame for controversial decisions. Of course, this does not justify many of the scandals discussed in the book, but to a certain degree, it comes as part of the job.

Overall, "When McKinsey Comes to Town" raises some important questions about the role of consulting firms in shaping public policy and business decisions. However, it is important for future management consultants to approach the book with a critical eye and to recognize that much of the information presented may not be new or representative of the industry as a whole. That being said, it is nevertheless an entertaining read.

"Thinking, Fast and Slow" by Daniel Kahneman is a must-read for anyone interested in understanding the cognitive biases that can influence decision-making. This book provides valuable insights that are relevant to management consultants, who need to make sound recommendations based on complex data and information. 

The book is divided into two parts. In the first part, Kahneman introduces the concept of two different modes of thinking: "System 1" and "System 2". System 1 thinking is fast and intuitive, while System 2 thinking is slow and deliberate. Kahneman explains how both modes of thinking can be useful, but also how they can lead to cognitive biases that can affect decision-making.

In the second part of the book, Kahneman explores several different cognitive biases, such as the availability heuristic, the framing effect, and the anchoring effect. He explains how these biases can affect decision-making in various contexts, such as financial investments, medical diagnoses, and hiring decisions.

"Nudge" by Richard Thaler and Cass Sunstein is a thought-provoking book that explores how small nudges can be used to encourage people to make better decisions. This book is particularly relevant to management consultants who are involved in designing and implementing policies that aim to influence behavior. We found that the nudging techniques are especially useful when it comes to change management at client companies.

The book introduces the concept of "choice architecture," which refers to the way in which choices are presented to people. Thaler and Sunstein argue that the design of choice architecture can have a significant impact on the decisions that people make. They provide examples of how subtle changes in the way choices are presented can lead people to make different decisions.

Similar to “Thinking, Fast, and Slow”, one of the key messages of the book is that people are not always rational decision-makers. They are often influenced by biases and heuristics that can lead them to make choices that are not in their best interest. By understanding these biases and heuristics, management consultants can design policies and interventions that are more effective in influencing behavior. The book provides several practical examples of how nudges can be used to encourage people to make better decisions. For example, Thaler and Sunstein describe how companies can use default options to encourage employees to save more for retirement. By setting a default contribution rate for a 401(k) plan, for example, employees are more likely to save than if they had to actively choose a contribution rate.

"Predictably Irrational" by Dan Ariely is a fascinating exploration of the ways in which people make decisions that are often irrational and unpredictable. Similar to the books by Kahnemann and Thaler, this book is particularly relevant to management consultants who need to understand the biases and heuristics that can affect the decisions of individuals and organizations.

Ariely argues that people are not always rational decision-makers, but are instead influenced by a variety of cognitive biases that can lead them to make choices that are not in their best interest. The book provides a number of examples of these biases, such as the anchoring effect, the endowment effect, and the framing effect.

One of the key messages of the book is that these biases can be exploited by marketers, salespeople, and others who want to influence the decisions of others. However, by understanding these biases, management consultants can develop strategies that are more effective in influencing the behavior of their clients.

"Range: Why Generalists Triumph in a Specialized World" by David Epstein is a thought-provoking book that challenges the conventional wisdom that specialization is the key to success. This book is particularly relevant to management consultants who need to be able to think outside the box and solve complex problems in a constantly evolving business environment. 

Epstein argues that while specialization can be useful in certain circumstances, it can also lead to tunnel vision and a lack of adaptability. By contrast, individuals who have a broad range of experiences and knowledge are often better equipped to solve complex problems and navigate uncertain situations.

One of the key messages of the book is that generalists can thrive in a world that values specialization. Epstein provides numerous examples of individuals who have achieved great success in their fields despite lacking the traditional credentials or experience that would be expected. He also argues that cross-disciplinary thinking and diverse experiences can lead to innovative solutions and breakthroughs.

"How to Avoid a Climate Disaster" by Bill Gates is a must-read for management consultants who are interested in sustainability and the impact of climate change on businesses and industries. The book gives a great overview on the 1.5°C goal and technology that can help achieve this goal. It manages to explain technologies in an easy manner with just the minimum required technical details. 

One of the key messages of the book is that achieving net zero emissions will require significant changes in the way we produce and consume energy, food, and other goods. Gates identifies five key areas that need to be addressed: electricity, transportation, buildings, industry, and agriculture. He provides practical examples of how innovation and technology can be used to reduce emissions in each of these areas, such as through the use of renewable energy sources, electric vehicles, and carbon capture technologies.

Moreover, the book highlights the importance of engaging with stakeholders and building partnerships to achieve sustainability goals. Gates argues that governments, businesses, and individuals all have a role to play in addressing climate change, and that collaboration and cooperation are essential for success.