1. Reorganization and restructuring every 6 months (functional capabilities & industry verticals --> only functional areas --> only industry verticals --> matrix incorporating both) leads to little consistency and little knowledge of who is working on what
2. Cheap budgeting (firm competes on price against the bigger names and ALWAYS underscopes projects, which leads to a lot of overserving and leads to a perpetual cycle of working much harder for MUCH less amount of money, and also cheap with flights and expenses) (e.g. had to fly to a client for a 8 hour flight and they were too cheap to pony up for a Sunday evening hotel)
Cheap budgeting also leads to other problems as senior consultants that were on the cusp of becoming managing consultant level were being axed because the firm thought they could bring in cheaper MBA grads to do the same work (doesn't make sense when you have been grooming somebody for the last 3 years and are much more experienced)
3. Horrible tech budget (ironic for an core IT consulting company)
4. HEAVY FAVORITISM. The culture here is the first thing you do right away is to immediately start brown nosing all those senior of you. If someone likes you, you can be on the bench for months to a year and still not get fired/laid off, but somebody extremely capable on a project will get the axe. Leads to poor delivery on projects.
