Wood Mackenzie reviews

Sometimes it feels like there are a lot of people that are removed from our core purpose in life: delivering thoughtful data and analysis to our customers. There were always people who made the business run, but now it seems like some of these support functions have a lot of management layers.

1. Offshoring a large number of roles to India has not solved core problems beyond cost-cutting. Research quality has declined, and middle management based in India has, in many cases, worsened the culture while adding unnecessary bureaucracy. 2. The organizational structure is bloated and redundant. There is an excessive layer of middle management, much of which contributes little real value while actively making day-to-day work harder. Since these roles exist primarily to “manage people,” their impact often comes down to superficial busywork or pressuring their teams. Honestly, cutting just one of these meaningless roles could probably pay for the office snack budget that was cut, lol. 3. Micromanagement, microaggressions, and even subtle discrimination are not nonexistent. While these issues may be infrequent and team-specific, they do occur and create uncomfortable and unhealthy team dynamics. 4. Business operations are chaotic. Processes are poorly documented, knowledge transfer is weak, and institutional memory disappears when people leave. In many cases, no one knows how previous research was conducted. From this perspective, the company is still winning deals largely by running on the remaining credibility of its brand.