- EY is essentially a compilation of small individual teams who only care and fight for themselves. Despite a big talk of 'teaming in the market' across competencies, it's not happening and if anything is getting worse with teams undermining each other to get the sales credit. Probably because performance is still measure based on individual sales, competency performance is measured on competency specific sales and revenue. This is really killing the firm's opportunities in the market since teams have no incentive to work together to provide a good comprehensive solution to the client. But i guess as long as there is revenue no-one cares
- Crazy hierarchical. Probably since developed from accounting firm. Each rank his expectations and god forbid you cross the line of that. Senior managers have most freedom to do things, but then again, hard to get much done without partner support
- Big boy's club. If you are a female, you will have a very hard time advancing and building your network as it is heavy male who prefer to deal with males. Again, probably depends on a team but totally the case in my practice
- Pay is low comparing to what you can get elsewhere. EY is not a big believer in paying well, however a big believer in you driving a million things forward for 'thank you' (if that) and a shot at partner. Maybe.
- Partner promotions are only partially merit based. To a large degree will be determined by which partners will support you. Tougher for those who did not grow up in the firm
- Overwhelmingly large firm but again, each team has a life of it's own. Transfers at higher ranks are tough
- Leadership talent is very weak as people are promoted based on sales, not leadership skills. As a result there is a lot of bad management
