#consulting

a high-visibility internal consulting and executive ghostwriting/presentation role

I guess 100 million to mckinsey wasn't enough

A consultant's report for the city of Redding suggests addressing vacant positions before considering any staff reductions. The report recommends eliminating unnecessary vacant authority and controlling new hires. It also advises validating current services and workloads for filled positions. The consultant proposes using attrition and voluntary transitions before any layoffs. A formal analysis would be required for any reduction in force.

Redding, California

https://krcrtv.com/news/local/circle-6-report-urges-city-to-cut-vacant-positions-before-considering-layoffs

Throwing stuff against the wall & expecting it to stick. The company hires contractors for things nobody wants to do and nobody can do. Where is the logic there? They treat people like C***p too. No respect. TRAIN your own people & GET RID of the idle Middle Managers that know nothing & hire the consultants.

How can the bank trust an outsourced company with sensitive banking work under a consultant contract?

Can anyone explain the recent and upcoming changes in IBMC?

How is this going to impact b6 to b8?
I've read the announcement but still have no clue what's changing beyond my manager.

The flashing lights are blinking red,
The servers groan and cry.
The "Think" signs hanging on the wall
Are watching tech hopes die.

An email lands at three AM,
"Restructuring is here!"
Which means your budget got slashed down
And mainframe teams disappear.

The cloud is mixed with legacy,
The software’s glued with tape.
They bought Red Hat to save the day,
But there is no escape.

The consultants pitch a massive plan,
With slides of pure design,
While engineers are pulling hair
To keep the code online.

Oh Watson AI used to rule,
The champion of the screen,
But now it’s just a broken cog
Inside a sad machine.

So raise a glass to Big Blue skies,
Now overcast with gray.
The storm is blowing through the tech,
And blowing cash away.

Nothing else to add. Extract everything from the worker. Shame.

Fidelity is a very successful profitable, but I do not think it is a very well-managed company.

People see trillions of dollars in assets, huge revenues, a prominent brand, and decades of survival and assume that the people running it must be exceptionally capable or the business is well wrong. That conclusion is wrong.

Of course Fidelity has enormous structural advantages. It has scale, customer relationships, brand recognition, distribution, infrastructure, regulatory barriers, and the economics that come from operating at enormous scale. Those advantages create a substantial moat. But while a moat protects helps protect a business, it t does not prove that the people inside the business are intelligent, creative, or competent.

In fact, Fidelity has a serious problem with managerial mediocrity. This starts with the head, Abby, who if you've interacted with her you notice isnt the brightest.

Nevertheless Fidelity proves that a firm can make enormous amounts of money while still having weak decision-making, bureaucratic processes, mediocre technology management, and an excessive dependence on H1B1 labor.

Fidelity's senior leadership is surrounded by consultants who make this problem worse. Large companies are constantly sold fashionable management ideas wrapped in impressive language: “digital transformation,” “Agile transformation,” “AI-enabled operating models,” etc.

Consultants can take a straightforward problem, invent a complicated framework around it, give the framework a name, and convince executives that they have received sophisticated strategic insight.

That is not necessarily deception in the Executives start believing that because they are discussing sophisticated terminology, they are doing sophisticated management.

Fidelity's technology organization is where I find things especially troubling. Outsourcing software development is not inherently stupid. The problem is becoming dependent on contractors and third-party organizations for core technical capabilities. If the company does not maintain deep internal engineering expertise, its executives can end up depending on H1B1 to explain their own systems to them. That creates exactly the kind of agency and information problems that organizational theory warns about. You cannot effectively manage technology that you do not understand.

Returning to leadership: My assessment of Abigail Johnson is that she does not demonstrate the creative or strategic imagination I would expect from the leader of an institution of this size. I regard her leadership as fundamentally unremarkable. Calling her a “mo--n” is obviously an opinion rather than a measurable fact, but it captures the level of intellectual confidence I have in the leadership.

Fidelity is what i would call a wealthy mediocrity: an organization with enormous resources that does not appear to use those resources with corresponding intelligence. That model can work for a very long time.

But that does not mean the model is sustainable forever.

In fact I think Fidelity is sc--wed.

(More on this later)

What is the timeline for moving all GP execution roles to India? I heard there was a report recently to move in this direction.

Usually pre reorg they use consultants to assess the structure and talent. Who is LHH? Why is goal setting such an urgency when majority of folks get ignored and sc--wed

Looks like Vivek is out . Verizon IT unit as a whole will go to Deloitte

MW is 0-2 on deep cut reorgs that have royally messed up the company. Is he going to go 0-3 and mess it up further with more reorgs run by consultants we pay millions to? Managers out there, what is being said about the state of the company and the poor morale?

https://www.barrons.com/articles/ibm-stock-quantum-computing-1384b7c4

By: Mackenzie Tatananni | Updated Aug 31, 2026, 11:11 am EDT / Original Aug 31, 2026, 10:39 am EDT

In their latest research note, Susquehanna analysts raised a question most tech investors probably have considered at least once: “When do investors need to own IBM for quantum?”

The line of questioning makes sense, considering IBM’s quantum division has drummed up plenty of attention in recent months—a bright spot at a time when the stock is under pressure.

Second-quarter earnings were the latest reminder of IBM’s sluggish organic growth, compounded by new threats including customers reallocating their budgets to artificial-intelligence hardware.

Shares have slumped 19% since July 14, anchored by a record plunge the same day IBM pre-announced earnings. In contrast, the S&P 500 has gained 2.1% over the same period.

As other business lines face headwinds, IBM’s quantum division has been a shining star in its portfolio. Susquehanna analyst James Friedman ticked off a number of recent developments including IBM’s acquisition of HRL Laboratories to bolster its hardware capabilities and a partnership with the Commerce Department to build Anderon, a standalone quantum chip foundry to serve IBM itself as well as industry players.

Still, it may seem difficult to consider quantum a cornerstone of IBM’s business. Although Big Blue has researched the technology since before the turn of the 21st century—and contributed to major scientific breakthroughs along the way—the effort generates paltry revenue. Researchers are banking on big technological advances before the end of the decade to usher in broader commercialization.

Friedman is tempering his expectations. “With a number of upcoming quantum catalysts on the horizon, each deliverable keeps accelerating,” he wrote Monday. “At the same time, there is a lot more to getting IBM’s fundamentals right as the other segments transform.”

The analyst flagged a renewed focus on software within the consulting arm, marked by a new leadership appointment, and limited growth in IBM’s Red Hat software business due to passing server supply constraints. There is also the “math of the mainframe cycle” to consider: Revenue was delayed rather than lost, with 40% of the deals that slipped in the second quarter closing early in the following period.

While Friedman remains Neutral-rated on IBM shares, he raised his price target to $235 from $225. The revision reflects upcoming catalysts expected to generate buzz around the technology, particularly the annual Quantum World Congress meeting in late September.

I remember when Target was well known for solving internal problems quickly.

It's been 2 years since I've had a skip level status. Most of my team didn't take the best team survey because they don't believe it works. The biggest problem on our team was never followed up on after the survey.

Get your sh-t together, Target. How about instead of calling consultants you actually talk to the people who work there.

Copy architectire from one project put it to ai give specifications for this project, ask it to generate architecture. Architecture ready! that's architect DINOSAURS work in fidelity paid $200k+ shamelessly.

It’s all about the money. It’s not about skilled labor. You get what you don’t pay for. TIAA-CREF’s recent experience says it all from The Layoff TIAA Board:

I was just about to come to this site and make a post about my first experience with Accenture. Our TIAA FTE team is partnering with two teams that are completely made up of Accenture resources, and holy smokes, these people are completely incompetent and useless! We’ve met with two Accenture teams that are supposed to be working together on our project, and neither are aware of what each team is doing, completely unaware of how to tech solution, and any time you ask a question, it becomes a “takeaway” that they NEVER respond to.
Ten calls so far since the beginning of the PI, and we’ve literally done nothing but listen to the Accenture teams argue with each other about who is supposed to own things on their teams.
All those KT meeting with Accenture and they learned nothing.
RKT is going to sink because of these people.

18d ago by Sastry will be the fall guy for T-Duck
22 reactions (+22/-0)| Reply
Post ID: @gf+1kyk6m4qw
 +22 

A Japanese company and a North American company decided to have a canoe race on the St. Lawrence River. Both teams practiced long and hard to reach their peak performance before the race.

On the big day, the Japanese won by a mile. The North Americans, very discouraged and depressed, decided to investigate the reason for the crushing defeat.

A management team made up of senior management was formed to investigate and recommend appropriate action. Their conclusion was the Japanese had 8 people rowing and 1 person steering, while the North American team had 8 people steering and 1 person rowing. So, North American management hired a consulting company and paid them a large amount of money for a second opinion. They advised that too many people were steering the boat, while not enough people were rowing.

To prevent another loss to the Japanese, the rowing team’s management structure was totally reorganized to 4 steering supervisors, 3 area steering superintendents and 1 assistant superintendent steering manager. They also implemented a new performance system that would give the 1 person rowing the boat greater incentive to work harder.
It was called the ”Rowing Team Quality First Program“, with meetings, dinners and free pens for the rower. There was discussion of getting new paddles, canoes and other equipment, extra vacation days for practices, and bonuses.

The next year the Japanese won by two miles. Humiliated, the North American management laid off the rower for poor performance, halted development of a new canoe, sold the paddles, and canceled all capital investments in new equipment. The money saved was distributed to the Senior Executives as bonuses and the next year’s racing team was outsourced to India.

Which accounting firm audits the financials? Who specifically at this firm is conducting the audit?

For those that were offered a rebadge in the past and accepted it, I'd like to know:

1. How was the transition?
2. How long was the initial contract?
3. How long did it actually last?
4. Did you train your replacement?
5. Did the consulting company expect you to work 60+ hours / week?
6. Did the work life balance change?

Thank you.

This article confirms what a lot of posters have been saying. IBM Consulting needs a desperate restructuring

https://stocktwits.com/news-articles/markets/equity/ibm-openai-partnership-thousands-experts-engineers-ceo-arvind-krishna-letter/cZoq7fLRJho

Are there jobs for JD Edwards ? Is it something worth investing time.

A whole bunch of people in Integrated Services are being asked to interview for jobs. The implication being, if you don't find a job you are no longer employed.

You can argue about the value of Integrated Services, but this is a cr-ppy way to treat people. It is sad that the company is starting to use these tactics.

This is what happens when consultants with very little real people leadership experience get to run the show.

Nothing like delivering a 900m quota for PS and laying off project management, consultants and all of ps sales. Hate tac well hope you love them now because partners always misconfigure

Lots of agents have been made, none of them good. Any1 know of any agents that are actually useful and have any benefit over what workbench does?

Are promotions cancelled in consulting?

Looks like Dan's contract was extended to 2028.. so expect more of this "Change" coming... and now Mckenzie consulting is calling the shots for many groups.

Executives all hire the same consultants and do the same thing. How is their pay justified when they all just follow each other and do the same thing like a bunch of sheep?

https://www.upstreamonline.com/people/bp-to-slash-700-jobs/2-1-2022872

Where do you start if you want to explore VR opportunities? HR?

I know five people who quit in the past two years, two already reapplied. The startup culture was too chaotic and the consulting firm was 80-hour weeks. I'm not saying this place is great, I'm not delusional, but at least I've learned to appreciate the devil I know.

Did anyone get notified they got promoted yet?

Why, as a leader in the field, am I now having to do the work of this team? The math is strange - I generate revenue, the firm allocates my revenue for this home office work yet I’m the one doing their work. From what I hear - the GP running it is inadequate and the directors are incompetent and have created a toxic environment where their staff left their area leaving us to do their roles. How are they still employed?

One NM™

Interesting. Twenty years ago we watched many greedy 1% globalists in many company leadership launch “One ___” transformations.

Different logo. Different PowerPoint template. Same promise:

• Break down silos.
• Align the organization.
• Transform the culture.
• This time it’s different.

The only real update for 2026 seems to be replacing “Digital Transformation” with “AI Transformation.”

Somewhere, a McKinsey consultant dusted off the old “One Company” deck, asked ChatBot to modernize the buzzwords, swapped “cloud” for “AI,” and sent the invoice.

The cynic in me is waiting for Phase 2:

• Announce AI.
• Hire consultants.
• Reorganize org charts.
• Explain why “global talent strategy” is the future and replace employees with offshore sweatshops and indentured foreigners.
• Celebrate short-term cost savings.
• Wonder five years later where all the institutional knowledge went.

History doesn’t repeat itself—it just gets rebranded.

It seems lik all of the new A.I. revenue will be led by the on-shore non-AWS employees at all of the System Integrators/GSI's big and (Accenture, Deloitte, Kyndryl, IBM) that will delpy and embed/integrate onsite with the client workforce.

Will HCL be gone when their contract is up? Or will Big Red keep them around to muck up the works?

Zayo is bringing in former VZ leaders and setting the stage for Verizon to purchase them. This is their exit strategy. The new CEO came from the consulting industry and will help facilitate this

Advisor Gateway blowwwwwws. I give them credit for trying to upgrade, but when you just put lipstick on a pig, well the original pig looks much better. By the way Envision was 100x better than eMoney. Saaaawing and a miss!

Are band promotions happening in Consulting this cycle? For band 6,7 and 8. How does the outlook and budget looks like?

Is more caste coming?
More OPT EAD, H1B, L1, H4 EAD hiring and less American jobs.

Enjoy!

Will Meg come to her senses and realize that AMs desperation move to contract as a services provider to a hugely incompetent national oil company of India was a mistake. Providing technical services in brown…the darkest of brownfields offshore India does not make sense..not bp’s wheelhouse or forte ..