Pros
You will receive a paycheck.
Cons
Managers in this organization have historically prompted subordinates to cater to the needs of a supervisor’s career in deference to their own ambition. The management team is filled with people who lack effectiveness in managing and leading the consultancy to achieve greatness. Promotions are doled out to people unqualified for positions but have proven themselves to aid in career development of their superiors. Loyalty is a one way street. Fujitsu talks about Macroscope as a standard methodology but the consultancy has no idea how to implement or manage the process. Macroscope is not pervasive in the corporate approach. It is used as a carrot to entice clients to purchase services. There is no vision at the senior levels and is born out by the number of times strategy and focus has shifted in two years. At this date, the management is once again creating vision and mission statements that should have been set two years ago when the acquisitions began. Fujitsu has not been able to garner support from the sales team as witnessed by the loss of market share during the past two years. Practice managers and consultants are expected to seek out and sell engagements to clients. If the bill rate for any service drops below $100/hour then the business is rejected. Fujitsu's interest is in driving bill rates up and not in providing excellence in delivery. The culture covets the sale and not the delivery of excellence. Executive management is disinterested in leaving their offices to see for themselves what is happening in the field. They rely on the reports of managers who only wish to save their own skin by blaming poor revenue growth on their subordinates. It is interesting that this is accepted by the executive branch. When will they realize that all the transformational leaders have been eliminated by functionaries who only want to climb the corporate ladder?
