I worked at Accenture as an MD for several years, primarily on innovation and transformation programs. I have plenty to say about them, but I think the key driving factor for all of the grift and awful performance has a lot to do with how they operate, which is to sell in a big program, then pull a switcheroo and try and pack a project with as many low-paid MBAs as possible – kids straight out of college tasked with a (thin slice) of a major strategic program, or find some sub to farm it out to at a really low price.
Since going out on my own as a consultant – focused on the same sort of growth programs, as opposed to audit – I generally find that I can achieve the same outcomes for a client with a handful of people on a a reasonable budget.
I left primarily because it's just bonkers how much pork these big consultancies manage to get away with packing on, to the point where it was a major reputation risk to me.
I'd encourage any CXOs out there seeking to outsource major strategic initiatives to consider hiring individuals or smaller entrepreneurs with experience inside the bigs, but without the downward pressure to get as many butts in seats as possible.
Since going out on my own as a consultant – focused on the same sort of growth programs, as opposed to audit – I generally find that I can achieve the same outcomes for a client with a handful of people on a a reasonable budget.
I left primarily because it's just bonkers how much pork these big consultancies manage to get away with packing on, to the point where it was a major reputation risk to me.
I'd encourage any CXOs out there seeking to outsource major strategic initiatives to consider hiring individuals or smaller entrepreneurs with experience inside the bigs, but without the downward pressure to get as many butts in seats as possible.