Huron Consulting Group reviews

Overall - Poor business decisions and no strategic thinking - No support or help- DIY attitude - Bleeding talent - No thought leadership Cultural - Strategy and Operations senior leaders have no credibility in higher education, do not have the horsepower to remain relevant in the marketplace and focused more on maintaining power than competition - Strategy and Operations senior leaders are exceptionally poor people leaders, don't invest in developing junior staff, confuse ambition for intellect - Business decisions are often senior leaders' pet projects, special interests, personal/church relationships and friends. (A church pal of a senior leader earned a 5 figure paycheck for almost no work, and ended up getting fired from a client.) - expect lots of entitlement, infighting, tantrums by senior leadership ; no level of accountability for bad behavior, including berating, belittling, demeaning people, using abusive and exclusionary language - Embarrassing level of loyalty to former, ineffective, unproductive AA folks - Deeply misogynistic culture, with nearly exclusive all white male leadership - Junior, inexperienced white male staff often selected over experienced, non-white staff - No people of color in senior ranks and only recruit from predominantly white schools

The Ex-Arthur Andersen partners that comprise Huron and the legacy Wellspring practice are applying the soul-crushing management practices that make management consulting a death march. - Your experience is 100% dependent upon the solution group you are placed in. There appears to be little thought given to how these placements are determined. New hires regardless of background are all considered to be homogeneous embryos. - Huron wants specialists not generalists. If you are an inquisitive, adaptive, and creative individual (read: a CONSULTANT), you will be bored after your second project. - The travel, like with most consulting firms, will wear everyone down over time. Much of this is out of Huron's control as client expectation often drives the often unnecessary presence on site. - Poor handoffs from the sales team to the delivery team often result in tremendous re-work and team dissatisfaction. - Some people get promoted that should never have even gotten through the door. Because they miss so badly on experienced hires, they try to compensate by growing from within whenever possible. This can often lead to people with Asperger's leading teams of 10 or more people. That's not to say there aren't some brilliant managers, but its 50/50 whether you get a star or a nincompoop.