- Slalom culture got lost on client engagements. Because everyone was sitting onsite with a client, typically we ended up adopting a client's culture, vs protecting our people from their negative environments.
- I was disappointed that leadership wasn't more involved with the work we were actually doing on clients, they seem more focused on developing new business.
- Few leaders actually understand Agile software development and how to scope a project according to agile practices. Almost every custom design/development SOW had a promised scope, which led to painful client negotiations and wasted time re-estimating. This also often led to consultants working crazy hours in order to meet deadlines.
- Promotions were based on how everyone feels about you vs what you actually accomplish - cliques became very evident here, if you weren't 'in', you risk not moving up. The annual review process never felt like everyone was evaluated equally.
- "No unwanted travel" policy only held true to a degree... I had several clients over my tenure for which I had to travel and didn't have much say in the matter.
- It became really hard for me to trust people here, there is often gossipy chatter in the back channels.
- Work life balance is good compared to road-warrior style travel, but there isn't really much flexibility otherwise
