All Slalom offices have a local model and operate autonomously so you can’t compare satisfaction office to office. Very few processes are streamlined or defined and as large of a company as Slalom is, there is very much a start-up vibe in a many of their offices.
Slalom does a lot more staff augmentation work than they would lead on. As a consultant it’s hit or miss if you get on a project that is what you want to do or are interested in. Some of the perks for consultants (mileage/parking reimbursement) are sub-par compared to larger firms.
Utilization is super high so lots of times it’s hard for Slalom to take on new projects. Sometimes projects that aren’t ‘interesting’ get ignored for projects that are deemed more ‘strategic.’ The majority of Slalom’s resources go to their larger clients. There isn’t necessarily anything wrong with that but it makes it hard to grow the business as aggressively as they would like. Another problem with high utilization is it makes it almost impossible to align the right resources to the right projects.
There is a significant amount of professional ambiguity at Slalom. Decisions are made in a vacuum and there is very little transparency between leadership and employees. This leads to low morale in the office, among other problems. Lots of times expectations are vague or non-existent and that can lead to a volatile work environment.
Slalom is a very much consulting organization NOT a sales led organization. The sales team has a very small seat at a very big table and little to no voice or support internally. Slalom does millions of dollars of work without ever engaging the sales team. Again, not necessarily a problem but Slalom has aggressive growth targets and you can’t preach growth without aligning resources and leadership that support sales.
I agree with the reviewer who said “Slalom’s value proposition decreases dramatically over time.”
(There is a strong movement internally to have employees complete reviews which can skew ratings.)
