Which other Arthur's decisions were flawed

Nicolai Andersen, Managing Partner

How did everything start for you at Deloitte, what has kept you all these years and what still holds you today?

The beginning was involuntary: I started with Arthur Andersen. When the company was dissolved, the entire consulting area switched to Deloitte. I wasn't asked big questions ... but of course I asked myself whether I would go with them or not. The reason for going with me back then was my colleagues. And that is also the main reason that has kept me at Deloitte over the years: I could never imagine finding comparable colleagues anywhere else. The collegial environment is decisive for job satisfaction. Incidentally, this does not only apply to our colleagues in Germany, but worldwide. I find it fascinating what great people work for Deloitte all over the world.

What are your tasks as a managing partner and what do you like most about it?

My tasks are very diverse. In summary, it is about making customers and colleagues satisfied. I like it most when I realize that I could really change something.

What is currently moving the consulting industry?

The world is in a state of steadily accelerating change. Technological changes in particular are profound. Consulting firms must be able to support their customers on these transformations - from the first idea to operational implementation. This not only demands new skills from us, but also other forms of service provision. Here we have both a quality and a price competition. It's a big challenge, but also very exciting. I am glad that as part of Deloitte I can actively help shape these changes and not work in a consulting company that will be overwhelmed by the changes.

Where do you see consulting in the next 2-3 years? What changes will the industry face? What will perhaps be the new priorities?

Twenty years ago, consultants were commissioned for two essential tasks: firstly, to support decision-making and, secondly, to accompany change. That will still be the case in 20 years. What will change is the content and the way of working. We will have to bring together very different specialist areas to an even greater extent in integrated teams. The simple separation of "strategists" and "Tekkis" is no longer appropriate today and will be even more unsuitable in 3 years' time. Without an understanding of technology, nobody can make progress - and without the ability to translate and communicate.

Taking into account the transformation just outlined: Which profiles are you looking for now and in the future - both at the level of career starters and those with professional experience?

It is certainly no surprise when I say that we need very different profiles. So different that I can't explain it in a simplified way without going beyond the scope. Therefore, at this point, my recommendation: Take a look at our consulting job exchange. Even if you cannot find a suitable role for yourself in the job exchange, it may be that you are a good fit for us - in this case, simply apply on your own initiative.

In your opinion, which skills and characteristics should newcomers bring with them in order to have a successful career in consulting? Who is a good fit in your team?

What has always been true in consulting also applies here: the existing specialist knowledge is not that crucial. It's about being able to acquire new knowledge quickly. You have to be able to grasp and simplify complex issues. This also includes an increasing understanding of technology and statistics because the world has become so data-driven.

But the so-called soft skills are also important: openness to new things, no pigeonhole thinking, communication skills, teamwork, the ability to motivate yourself and others - and above all humor!

This year was a special one for all of us - both privately and professionally. What did you take away from this time for the orientation of the consulting area?

My motto in life is "there is no such thing as impossible". I was able to take something with me from this time that has been bothering me for a long time: "Consulting without a high degree of travel activity is not possible?"

Does 2020 have a sweet or bitter aftertaste for you? Why?


Süß: I learned a lot that previously seemed unthinkable, for example that consulting is possible with more time at home and less CO2 emissions. Bitter: At the same time, I was not allowed to experience many aspects that make our work fun.

Bitter: I had to make bonus and raise decisions over the summer that were very difficult for me because they were disappointing for everyone. Süß: It made it clear to me once again that Deloitte is of a size and substance in which we can actively make decisions about crisis management and not directly get caught in turbulence that would have resulted in far worse measures, such as short-time work or layoffs.

Sweet: I was once again able to slip into the role of teacher with my daughters. That was actually over since the Bicycle Pass and Seahorses. Bitter: We had two great trips planned this year, neither of which were possible.