- reducing reputation of the firm in-front of the clients because the mid-management levels of organization are responsible for delivering as well as selling projects, which often leads to a conflict of interests. Managers sell work just to meet their quotas, regardless of whether the work is good for long term client interests or not
- high cost pressures lead managers to undersell work, and then put pressures on employees to perform high workload with fewer hours billed towards the project budget
- adhoc staffing processes: managers estimate man-hours required for a project by pure guesswork. resource staffing is headed across multiple offices by a single part time employee
- work is focused in niche areas - leading to poor exit options, most of the times the employees struggle with situations that are only marginally relevant to a small set of people
- multi-project staffing (usually 3-4, even at lower levels of the organization)
- no transparency in the review process (they recently changed the process, making it more and more blackbox)
- very limited mobility allowed between functional areas
- the company seems to have lost sense of direction. it is getting more into IT to gain revenues (IT projects generally range in millions). it is high risk as margins are razor thin and the market is dominated by large outsourcing firms that have more experience, resources and war chest to win this game
