Our Mission
To create better consultants, problem-solvers, and leaders
Lambda Strategy is a strategy consulting organization run by Northwestern University undergraduates, founded in 2017.
We are the first to have Kellogg MBA candidates and Northwestern undergraduates work together on professional consulting projects.
Our scope, expertise, and depth of insight allow us to solve problems no other student organization can.
We are the first to have Kellogg MBA candidates and Northwestern undergraduates work together on professional consulting projects.
Our scope, expertise, and depth of insight allow us to solve problems no other student organization can.
Our Vision
As Lambda Strategy exits the pandemic and enters into a new administration, the organization looks forward to an exciting new era of projects and member development. To advance our mission of creating better consultants, problem solvers, and world leaders, we are implementing several changes over the coming years.
The changes start with the core focus of our organization: our clients. Without consistent, highly-involved clients every quarter, Lambda Strategy would be unable to provide its members with the learning experiences necessary for workplace success. From recent success in app-based clients, we learned that Lambda Strategy projects are most successful when our members can test their hypothesis about a client’s business model with primary research. Whether it’s mapping how customers distribute their time within an app or flying to a factory to spot cost-cutting opportunities, our recommendations are most often implemented when our teams gather unique data and apply the data to answer our clients’ core business questions. To replicate the traits of our most successful projects, we will primarily evaluate projects on whether they have a concrete central question that can be tested with primary research from our teams.
In addition to providing our team members with highly concrete projects, we hope to provide more consistent opportunities for involvement throughout the organization. We will start by establishing clear pipelines to committee roles for operations, brand management and communications, determined by prior project involvement. We will add committee members as they are needed to maximize opportunities for those who wish to remain highly involved after their projects.
Finally, pertaining to commitment, we learned through recent projects that the overwhelming majority of success stems from members’ willingness to dedicate their time and consistently communicate with all stakeholders. To replicate our highly successful projects, we will focus our recruiting efforts on members’ desire to dedicate time to projects. This focus includes eliminating unconscious biases in our recruiting, such as favoring knowledge of business lingo or prior business involvement. This also applies to our interviews. We will design questions and rubrics that equally favor seasoned case competitors and students who discovered consulting’s existence for the first time while researching Lambda Strategy.
Ultimately, the Lambda Strategy organization is excited to implement the new changes over the coming years. We look forward to providing a wide variety of students with concrete and exciting projects. In doing so, we will advance our mission of creating better consultants, problem solvers, and world leaders.
Ian Wallace & Serene Ong
2022-2023 Lambda Strategy Co-Presidents
The changes start with the core focus of our organization: our clients. Without consistent, highly-involved clients every quarter, Lambda Strategy would be unable to provide its members with the learning experiences necessary for workplace success. From recent success in app-based clients, we learned that Lambda Strategy projects are most successful when our members can test their hypothesis about a client’s business model with primary research. Whether it’s mapping how customers distribute their time within an app or flying to a factory to spot cost-cutting opportunities, our recommendations are most often implemented when our teams gather unique data and apply the data to answer our clients’ core business questions. To replicate the traits of our most successful projects, we will primarily evaluate projects on whether they have a concrete central question that can be tested with primary research from our teams.
In addition to providing our team members with highly concrete projects, we hope to provide more consistent opportunities for involvement throughout the organization. We will start by establishing clear pipelines to committee roles for operations, brand management and communications, determined by prior project involvement. We will add committee members as they are needed to maximize opportunities for those who wish to remain highly involved after their projects.
Finally, pertaining to commitment, we learned through recent projects that the overwhelming majority of success stems from members’ willingness to dedicate their time and consistently communicate with all stakeholders. To replicate our highly successful projects, we will focus our recruiting efforts on members’ desire to dedicate time to projects. This focus includes eliminating unconscious biases in our recruiting, such as favoring knowledge of business lingo or prior business involvement. This also applies to our interviews. We will design questions and rubrics that equally favor seasoned case competitors and students who discovered consulting’s existence for the first time while researching Lambda Strategy.
Ultimately, the Lambda Strategy organization is excited to implement the new changes over the coming years. We look forward to providing a wide variety of students with concrete and exciting projects. In doing so, we will advance our mission of creating better consultants, problem solvers, and world leaders.
Ian Wallace & Serene Ong
2022-2023 Lambda Strategy Co-Presidents