Kearney reviews

Major themes I encountered while at ATK and themes that other reviewers have also voiced… -Limited brand - too sourcing heavy – too many partners content maintaining course (sourcing projects) -Partners become territorial over accounts, stifles innovation and cross pollination across functions and industry groups -Upward feedback does not offer the anonymity when project teams are small so there is fear of retaliation -Most managers and principals lack people development skills and are more project managers than leaders -Company unwilling to commit capital to branch effectively into new areas, e.g. SF office and attempt to get into tech was a complete failure with majority of partners recruited departing Co and it's people claim to be entrepreneurial (recommend them to join a tech co), they use linear thinking / box thinking to a fault ATK is poor at implementing best practices, templates and processes and often waste time churning for partners whims that add no value Too often associates are treated like data jockeys, analysts like low level data entry employees Horrible system to capture and locate IC / knowledge, they talk about changing but never do If you aren't in with a click finding consistent projects is an uphill battle. You have to push for good projects and good teams or else you're could be fitted in with the low end of managers and principals to work for Promotions based more on partner network and support and not consistent with whether the person can lead people (not just a project). Too sourcing focused, too many partners not willing to re-invent themselves and enter into new next gen areas. Reliance on sourcing revenue a huge concern, EY and others pricing models are far lower and eating ATK's lunch

Toxic culture, terrible work/life balance even for consulting, little executive transparency, upward feedback does not offer the anonymity when project teams are small so there is fear of retribution, people are rewarded for being aggressive towards their junior team members