Doblin Reviews

- losing its core design innovation capabilities and turning into a management consultancy - low to no involvement from Doblin legacy employees with many leaving on an almost daily basis - former Monitor leaders now in charge and don't have knowledge, experience or appreciation for design - COO is clueless and tries to present a positive spin on everything - behind the curve when it comes to design research

-Everyone is stretched too thin, and the effects of that are felt all the way down the chain of command. Though people genuinely care about each other, the demands of client work always take precedence over building a meaningful and supportive community. Mentors are not given space to build meaningful relationships with junior team members; junior team members are not consistently integrated with any level of hands-on guidance. -Though it's great to learn from members of other parts of the Deloitte team, cross-functional teams often tackle poorly defined "hybrid" projects where HCD + the core Doblin approach becomes a component of a bigger project; unfortunately, this often compromises the integrity of the work, or steamrolls it altogether -Subsequent lack of clarity about quality expectations for deliverables, and a blurring of boundaries for what Doblin team members are responsible for