McKinsey partners on how to actually get ahead

The partners, who recently ascended to senior and distinguished leadership roles, identified a common friction point: the reliance on "AI slop." Alex Deverson, a London-based senior partner, noted that while generative AI is now central to the firm’s workflow, junior staff often produce surface-level content that lacks critical depth. Holger Hürtgen, who leads work at the firm’s AI arm, QuantumBlack, observed that the quality of AI integration varies wildly, with some consultants using outdated methods while others fail to apply the necessary human judgment to verify output.

Beyond technical proficiency, the partners emphasized the necessity of office culture. Hürtgen and Anna Mattsson argued that the firm’s "micro-communities" are built during social interactions, urging younger staff to choose team dinners over isolated routines. Deverson further cautioned against treating a career as a strategic checklist. He described the singular obsession with reaching the partnership rank as a "recipe for unhappiness," advocating instead for a focus on immediate engagement and genuine interest. Maria Albonico added that junior consultants often prematurely exit opportunities due to perceived lifestyle conflicts. She urged staff to communicate their needs, noting that the firm is frequently more adaptable to personal circumstances than employees assume if they are willing to speak up when workload demands defy the laws of physics.