Someone mentioned that the big problem with BP is they make Accenture project managers full time employees. What are the arguments for such thinking? I only somewhat agree.
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The fundamental issue is the cultural indoctrination you go through when you start your career as a consultant: you are smarter than the client. So, when talking about Accenture PMs, you're talking about a population with a superiority complex.
The other big issue is the selection process for individuals leaving consultancies, i.e. the individuals that we end up working with as colleagues. There are three reasons to leave a consultancy: you get promised a fast-track promotion process (reinforcing your superiority complex), you get managed out (you aren't good), or you're tired of the pace of consulting (you want a vacation). None of these are winning recipes for building a healthy/productive work culture within a large organization.
I wrote the comment regarding the Accenture Project/Program Managers. I worked for Amoco/BP for 40 years in the IT field and have seen dozens of Accenture Managers converted to BP employees. The problem is they have no experience in the oil industry plus they show no empathy for their subordinates. The managers should be groomed and experienced in their field then moved into management.