Consulting

Being recruited for a management consulting role with Publicis Sapient, very attractive salary, am unfamiliar with the firm, any advice?

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Run, run as fast as your legs will carry you. Politics are insane and there’s some excuse every year for compensation. I suppose if you want to use as a title spring board, but it was very painful when you’re used to real consulting.

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A3’s comment is 1000% true; and the guidance they give is spot on. VP1: I'd like to address the German part of your EU-wide broad brush stroke: be careful with the “layoffs are impossible” statement; it is true, but very misleading (the statement/belief itself, not your intent). Mass layoffs are difficult to do, yes, but one off layoffs are just as easy to do as they are in the US - for white collar jobs. In fact, I would say even easier (you'll see why). This is an important distinction - DE* employment laws are designed to protect blue collar workers from questionable employer practices, and employers from white collar employees from being sue happy. If a company wants a particular (white collar) employee out, it is not difficult at all to lay off or railroad them out (one or two or three here and there) of a DE job with minimal financial impact and risk to the company. Furthermore: EU employees are (by and large) employees of the company for whom they work locally and not the company's headquarters - i.e.: if one lives/works in Germany then one works for the German company and not the German company's HQ in say, for example, France. SO: German employment laws apply. * I say DE because I cannot speak directly about other EU countries employment laws.

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I would be ready for constant change and significant organizational complexity as with any French company with significant internecine competition across divisions. As with any French company, acclimatizing to the culture could take time unless you are ok with a tenure less than 24 months. Just MHO

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God I wish someone gave me this guidance a number of years ago. Too true.

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They tried to heavily recruit me too a few months back, but I am based in Europe. There doesn’t seem to be many policies in place and when I asked probing questions about training, promotions, etc the response was “if it makes business sense your manager will approve.” That is a huge red flag to me. Also the offer was for half of my current pay so it was easy to say no.

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Typical culture of many French based “global” firms. Much runs on who you know and what they think at that moment - less on policy, procedure and so on. Much focus on cost / bottom line and acquisitions (inorganic growth) given that their policies are often based on the French market situation vs rapidly expanding American and asian markets requiring internal investments in re-skilling / upgrading talent vs buying expensive talent from the market at very low prices so result is often not the best talent from outside coming in, massive employee turnover outside their HQ market and negative growth despite massive spending on acquisition.

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This. All of this is absolutely true.

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The MC practice is a fairly new change agent for the organization. It is worth exploring.

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The management consulting team has grown from 0 to 55 people in a year and still growing and practically all of the 55 are external hires. The leadership is all ex MBB. They are focused on selling and leading top of house Csuite sponsored digital strategy and transformation work. I know many of the folks who have joined and its definitely a fast growing high performing team operating like a startup practice within the rest of Sapient.

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...and simultaneously saying F U to the remaining BC team that they never really took seriously anyway. Case in point: relegating senior BCs to glorified requirements analysts/ project managers under the umbrella of “Product Owners” and intentionally provide zero growth path either towards MC or beyond where they currently are.

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They reached out to me as well. What’s the deal with them? Have never heard of them prior.

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Huge ad shop, trying to go upstream into strategy work. Mostly as a defensive move against Accenture and Deloitte EATING UP the ad world

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I wouldn’t say defensive move. I would argue that A and D are more on the defensive as they’re bolting on digital shops onto their traditional consulting businesses in order to get into the digital space that S was already in - but that’s all semantics and naval gazing anyway since all the shops have their own advantages and disadvantages in the space, which is why we (consultants) generally don’t have a problem jumping from one to another over time.

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