Slalom reviews

The downside of the local model of consulting means that most of the projects are staff augmentation and really have nothing to do with consulting. The Managing Directors seem to be aloof, at best, about the prospects of moving into true strategy consulting and I have found that overall the leaders in the practice groups are not terribly interested in finding a project that fits personal and career development goals. Slalom also is incredibly disorganized with a complete aversion to anything that might be classified as "Big Four." Proposals and bus dev work are ad-hoc and not well executed, and it's difficult to understand the long-term plan when it seems like every consultant is just scrambling for the next project.

I left Slalom for personal reasons and not for anything that Slalom was doing wrong or not offering to me. I would have course liked: - better 401K benefits - vacation days The biggest con for me was that leaders were often promoted too soon. As examples, I often worked with leaders who were selling projects that they did not understand what it would take to deliver, they sold it short and then walked on to the next sell leaving the delivery team to clean up the mess. This could be fixed by putting more emphasis on delivery experience and responsibilities before promotion instead of putting as much emphasis on the sales goals.