Huron Consulting has quickly reconciled with its Arthur Andersen roots and washed its hands of practices not involved in audit, tax or regulatory issues associated with distressed firms. The recent growth by acquisition strategy has led to serious organizational fractures between the Wellspring, Callaway, Galt, etc. purchases and the larger organizational practices. This coupled with an increased propensity for hiring managing directors and directors who fail to meet corporate standards for promised, but undelivered profitable rolodexes has led to a short sighted culture. The company which started with fairly light bureaucratic structure has become somewhat stingy and moreover inflexible as it has struggled to meet the similarly myopic and unreasonable expectations of its primary shareholders (Silver Lake), but this remains a problem of most publicly held consultancies. The company will continue to shed operations, seeking quick returns and thinning its talent base. Turnover is on the rise and the company has recently rationalized operations to pursue singular and simplistic service lines. In addition to audit work, the company now boasts questionable services including the new Velocity program as well as its propensity to focus on odd specialties such as Higher Education Commodity Procurement (think, Textbooks and Paper). Huron Consulting has now disappeared from Consulting Magazine's "Top Places to Work" list for the first time in three years.
