#consultant

As a consult with a third party company, should I be upset that I don’t count as a person on the team? Cuz technically I guess I ain’t This place only fills the needs of humans with temporary support. Leadership says they care but do they? Just a number right?

I just listened to a podcast about the rise & fall of Enron. Shortly after the company started, they consulted with McKinsey &Co and then hired their consultant into the company who was later convicted for the tangled web of lies, deceit, and fraud the company thrived in and which ruined them.

Didn’t PP reach out to that very company for strategic advice? AND hire on several of them?

I know there has been references in this site to how bad our relationship with McKinsey is, but I never knew why. And, there’s been references to the downfall of this company being used as lessons in business classes, but I thought that was a tad dramatic.

But, now that my eyes are fully open… I think my kids will someday be listening to podcasts about the Rise & Fall of Edward Jones that will sound eerily similar to the one I just heard.

Norco re-org on the way after $500mm in potential value found by McKinsey. So much for "we can't cut and cope our way to profitability..."

What was a “consultant” doing before and what this title meant???

I see all of a sudden so manny annoying folks as level 6 principal

First of all I am not sure who hired these clowns who are just a touch better than being pencil pushers

Curious whether this week’s announcement felt completely out of the blue for most teams, or if others have already been seeing changes over the last 6–12 months (leadership departures, consultant involvement, role reviews, org changes, layoffs, etc.). Trying to understand whether these conversations have been happening broadly across Centene or only in certain areas.

The pain will be extreme.

https://www.youtube.com/watch?v=NBtUgWn-nHs

AI will prove to be the biggest scam ever foist upon corporate C suite knuckleheads. It's exposing just how ignorant and feckless all C suite clowns are, they all be-doverfor their consultants and do EXACTLY what they are told by these equally as evil consultants.

What, exactly, did they pay a consultant millions of dollars for? Let the incompetence continue

I heard most Wipro and Sapient contracts will being terminated or at best not be extended but it's not being announced. Just terminate one by one or not extend so it won't make big news.. I heard this from a SG32 in people team. I am 31 and have log consultants in my team. Here to see if any one else have more insights. I am tired of these constant changes. My project fund got slashed leading to hiring freeze and finally work got cancelled due to issues with delivery! They expected 3 people doing 6 peoples work, of the 3, one is in offshore with no domain knowledge. Now this...I was told I can hire another fte offshore but not onshore. wtf is going on?

I spent there less than a year - I quit because I was bored. I observed 50+ people doing almost nothing, mostly consultants or other peers. My manager (SVP level) was unable to control her area and didn't even know what she should expect from people. There was literally no strategy, no plan and terrible ignorance - from payments to tech industry.

Former Consultants who strictly consulted and advised on digital transformation are hired into SVP, VP, and SR DR roles (as well as our favorite EVP AK). They know how to suggest but not lead and execute.

No accountability exists from these people, they don’t know how to lead, because they’ve never had to. Repeat this hiring cycle 100x bc consultants love hiring other consultants, and we are now in this state of being industry laggards!!!!!!

Yeah, Chevron spends too much on consultants - totally agree. But since this genius reorg there's no one left to do the actual work. Now ELP has to be the guardians of anyone and anything who may use a consultant - oh, except for all the exec consultants who are out of scope. You know, the brilliant folks who designed this mess. $crew you, ELP, and a big eff you to ES.

I heard through the grapevine that some number of consultants were laid off this past week. Anybody got confirmation or details?

Seriously???? They latch on and never ever leave. We farm out more and more work and all they care about $$$$. What a way to destroy a culture. I honestly think we'll never

So we got a new strategy guy from your favorite consultants who have made a pile of money from Cargill in the past few years including the 2024 layoffs.

Guess where all the “flat organization” and other doses of corporate fools gold came from to Cargill? That’s right McKinsey…. Sadly he is not the first one….. we had an Asian lady years ago who ended being kicked out from animal nutrition (she ran it to the ground) from the same shop….. not a good precedent.

Hang on; this will be a wild ride; more “right sizing “ coming up!

Lot of management favorite employees were RIFed.
They got good severance packages.
Were rehired back as consultants @ $100 per hour rate.
Some middle management managers are playing this game.

I doubt that Citi had extra “credit” with the Boston Consultancy group. This is probably just said to cover up spending the money for consulting since we are supposed to be in saving mode.

The team in Dearborn apparently held a meeting and believe that everything being done in California is mere smoke and mirrors, a dog and pony show. They have also questioned the cost-value relationship of skunkworks. Recently, some consultants visited and essentially stated that every innovation from the team was merely a rehash of ideas from other companies. They suggested that the internal team could have easily accomplished the same thing at a lower cost with more realistic assumptions resulting in higher return for the company.

Cleveland Metropolitan School District (CMSD) hired an HR consultant. The district paid coLeague $272,000 for a seven-month contract. This consultant was engaged to help plan upcoming staff layoffs and reassignments. Critics question the high cost, arguing internal staff could manage this task. CMSD states the consultant provides interim leadership and supports decisions, not determines staffing levels.

Cleveland, Ohio

https://www.news5cleveland.com/news/local-news/investigations/cleveland-schools-spent-272k-on-an-hr-consultant-to-plan-layoffs-reassignments

The moment BNY announces it has “partnered with McKinsey for strategic realignment,” associates react with the same serenity NASA astronauts display when Mission Control calmly radios, “We’re detecting an unexpected structural anomaly. Please remain calm.” A hush ripples through the workforce. Teams icons flip to “Busy,” résumés begin auto launch sequences, and everyone suddenly remembers they have “a friend at JPMC” they should probably ping before atmospheric reentry.

Associates know the pattern. McKinsey doesn’t arrive to optimize joy; they arrive to optimize payload weight — by jettisoning crew.

Soon the PowerPoint Telemetry Flood begins: hundreds of slides filled with arrows, thrust vectors, and phrases like “strategic delayering,” “value capture acceleration,” and “synergy unlocks.” Employees translate these instantly: “layoffs,” “more layoffs,” and “brace for impact.”

Then the consultants appear — bright eyed, hyper confident, and unmistakably born during the iPhone 6 era. They interview associates about the very systems those associates built, taking notes with the intensity of NASA scientists documenting steps to repair a faulty toilet and drain my catheter. Employees smile politely while thinking, “This is how my mission ends — explained back to me by someone who still uses their college meal plan.”

Meanwhile, deep in the executive command module, RV and Dermie quietly cheer as the fear and panic meter spikes and the algorithm for layoffs without severance boots up, humming like a guidance computer that only calculates cost savings.

The BNY EC soon begins speaking fluent McKinsey-ese:

• “Zero based redesign” (cut everything)
• “Workforce rationalization” (cut everyone)
• “Operating model uplift” (cut differently)

Morale drops like a surprise space toilet malfunction in microgravity. Motivation shifts from “doing great work” to “avoiding being noticed,” “avoiding being too unnoticed,” and “finding a new mission before this capsule depressurizes.”

Right on cue, HR issues its standard transmission: all employees must refrain from unprofessional or derogatory comments — including emojis. Violations may result in corrective action up to and including termination. A sarcastic po-p or head ba----g wall emojis could apparently end your career faster than a failed docking maneuver.

By the time the consultants return to Earth, the BNY EC will declare mission success, and associates will quietly wonder whether the strategy ever involved improvement — or simply surviving another orbit on the dark side of the corporate moon.

Been working on a project for a few months and I was told to include hih and contractors in the project. The contractors took my work and began presenting it to other leaders as their own.

LC losing the FLT. Subsurface and C&C GMs both gone. Just the plan he had so he can insert his General Motors cronies disguised as EY consultants.

Who’s next to leave? TK? KB? Those are the only 2 left from the original BB crew. Every single one of them “retired” early or left.

Even with the golden handcuffs of LTIP, all these PSG 26+ are leaving IT voluntarily.

Nobody is ever going to convince me that competent leadership needs some jack-of-all-trades consultants to improve their business. No chance in he-l an outsider has a clue compared to in-house institutional knowledge and experience.

Please recommend attorneys If they cover charlotte

We have highly paid leaders, yet every single decision, metric, business plan, even EP are dictated by consultants. After the mess of 2025, with less people doing more work, our highly paid leaders think its a fantastic idea to have more benchmarking studies! Consultants 1, remaining employees 0, and leaders, laughing to the bank

So today was the first day of phase 1 of this bank restructuring/re-org. Not only was my team disbanded, but our BA & BBPC were impacted on January 28, and those 2 did a ton of work and were the main reasons we were able to closeout our 6 issues on time last year. With them now gone, someone has to pick up that work, so it landed on ME! So now I’m on this new team, handling a different product, so not only I’m I having to learn this product, but the work from our BA & BBPC still falls on me, I asked my new ED about this, she only said “we haven’t fully thought all this out yet, but stick with us, we’re all learning on the spot.”

Learning on the spot, what genius thought this re-org was a great idea? Was it Mike Moran and the 3rd party consultant group he brought in last year? This is going to be a huge cluster f_ck before it’s all said and done.

......mckinsey is here.....

.a consulting firm..
a global management consulting firm
they address problems that no one else can..""

what is the " real reason" this company is walking the halls ?

why are they here

The stock is down 34% in a year and 65% over five years. Meanwhile, inside the company, we’ve lived through constant restructures: minimal pay rises, responsibility changes, de-levelling, demotions, removal of ratings, mass exits, elimination of People Partners and leader support systems — all under the banner of “transformation.”

Experienced talent keeps leaving. The people who knew how things worked are gone. Morale has taken hit after hit.

At the same time, the company has spent multi-millions over the past three years on external consultants to define strategy and redesign the operating model. As employees, it’s fair to ask: what has that delivered? Because from where we sit, strategy keeps shifting, products are launched with big promises and then fade away, and priorities change before anything has time to succeed.

Now we have a portfolio/solution structure that many are still trying to understand and explain consistently. That lack of clarity shows up with clients.

It feels like the people in the middle — managers, delivery leaders, client teams — are absorbing the impact of decisions made far above them.

This isn’t bitterness. Many of us care deeply about this company and want it to succeed.

But at some point, accountability has to apply at the top too - something should be done - the CEO, CPO, CFO, CCO all need a change in career.

If the company wants to save costs, why retain so many Executives? I’m fairly certain that AI or outside strategy consultants could arrive at the same answers at a fraction of the cost…
Also, why retain businesses that require so many people (Chemicals)? Shouldn’t these businesses be divested asap?

Okay, I’ve about had it with these “tech consultants” in NAM. Has anyone actually met one that actually understands the tech they are supposed to support? They all seem to lack basic knowledge and understanding. Can we just hire our own people yet?

Right? I mean, who needs people proven in the field, skilled veterans, and invested employees with real passion for the product or the brand, when you can bring in random outsiders who just hopped over from entirely different companies, industries, and set of issues to tell you what to do and how to do it. This whole obsession with clueless consultants will remain a mystery to me until the day I die. And it’s not like they’re cheap, either.

How much money (and time) has CDW wasted on consultants? Between Deloitte, Bain, and others we have spent millions on companies that don't give us answers, they just get paid to tell us we are doing it wrong (and then leave it to our own people to try to figure out how to fix it). We also have hired on way too many former consultants too who clearly don't know how to lead. If we had just invested the money wasted on consultants internally on our people we would be performing better.

Whatever brilliant leader thought the best strategy was to pay a ton of money to consultants to come in, should be fired immediately.

I was laid off a couple weeks ago. I can still login because of my 60 days. It is a kick in the nuts to see they have already onboarded several consultants to cover our work and then see postings go out for more junior roles on my old team.

It su-ks to be at my age because it is clear they are going after us. They don’t want to pay us what we are worth anymore. Let’s hire inexperienced talent now so we don’t have to pay them.

Hi guys, have you seen any ACs NetSuite firings in US and Canada?? I've not seen, I feel, our ACS dept will be next in firings.

Let me know your thoughts, I'm losing sleep over this. I'm a functional consultant with NetSuite ACS.

Not a creature stirring on the 13th floor, unless you’re counting the McK consultants. Because pretty soon that’s all that will be left.

Stephanie in her ‘kerchief, and Bob in his cap, Had just sold their shares for a long winter’s nap…as lord knows there will be nobody around to answer any questions going forward.

And instead of eight tiny reindeer, they will be unharnessing about 450 VP’s and up.

Outlook/ Teams tomorrow will be all sent “Now dash away! dash away! dash away all”

So unfortunate to see such incredible and tenured domain expertise being pushed out. The vacuum effect is real- and the revolving door will continue to spin, far beyond what they are intending.

Just saw an ethics alert posted on Inside, and thought it was for sure about good ole LC.

What he has done is far worse than the 3 cases described in the article. What will RB do? MN letting him do whatever he wants does have consequences. Lining his friends pockets while IT reliability goes down. What an excellent choice EB made when she hired this loser.

Over the past year, what has actually been delivered under CDAIO leadership? All I see is endless discussion on netting without meaningful progress.

Meanwhile, resources keep going to external consultants and tools that don’t seem to move the needle for the business. Frequent UK trips only make it look worse.

Anyone else frustrated by this lack of accountability?