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ONE p&t partner? yikes.
Is this where our salaries went?
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“market data” 🤣
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Given that most of the management team knows very little about actual product management & development and they have no standardized processes, I’m gonna go with slow crash and burn. The people who actually care have either left or are on their way out the door.
Rising Star
It really does feel at times we are a budding tech company being run by life long consultants (in the worst possible way….)
Agreed with sentiment. Most people in p&t not just management have not built products so they do not understand what it requires in terms of maturity in our engineering, product and marketing teams. Our Engr team is full of at best average talent and we build dashboards not products. Further too much favoritism and not holding people accountable. Have to bring in talent at md level for data science, tech ops, infra etc.. from actual product companies. I think over next few years it’ll slowly get absorbed by consulting and then products that yield some margin improvement on deals will stay. Others will shut down
This is a solid take. There aren’t real “product people” in leadership. At the Partner level…lol of course. At the MD level It feels like they either had to scramble to find passable MDs as they were building the Org or they just found the products with the most BS inflated revenue and decided to put their PMs on partner track.
Leadership is so much worse than in consulting and that’s saying something.
I’ve come to truly hate working in Digital, but I love the work that I do. And I think there are a lot of folks like me just screaming into pillows every day.
Not sure about the Labs comments. But for P&T digital, I think we are making it work. My team is aligned on what we are doing and where we are going. And Leadership is generally aligned with our plans. And, stuff doesn’t always work out, which makes for changes. But it’s not a bad place to work.
Yeah I wanna know also hah. I hate people who drink the kool aid. Almost all of our products (if not 95% of them) are services related revenue. Now could we have won the project without the tech. Probably not. But by no means is
It recurring. Hence the reason to really start bringing down costs and aligning to go towards productizing our services vs trying to compete with real product companies. I bet then heads will turn. Then (and a big maybe) we can organically grow products as we test scale in house on projects.
I don't understand why P&T is a separate group. The GTM team went over to consulting, and consulting has shadow product development building things like industry cloud under them there. I think labs is going to get absorbed by internal IT, and digital will get absorbed under consulting, and then P&T won't exist anymore. The sooner that can happen, the better, rather than all these different groups fighting politically and constantly reinventing the wheel.
That's exactly the problem. The whole P&T setup separates us as "others"; the fact that our profiles in Outlook are attributed to business services makes the consulting partners even less trusting of us with clients when we try to work with them. I've seen a lot of disrespect from that specific notation.
I think there’s currently too many chiefs who can’t agree on standards so yes, we’re under one umbrella but we’re still different teams doing our own thing.
All the partners who really have no technology background are governing P&T and most of them do ego politics and good at nothing else. They pretend to be technicians and only few are At least good at people management. They are 20 years outdated and still full of bureaucracy and boss culture which doesn’t exist anymore. Technical teams don’t need partners . They should all be moved to some other roles
Rising Star
Part of the problems I see in my day to day
Leadership overestimates what can be done in the short term and underestimates what can be done in the long term with the technology
This leads to everyone furiously working to get something “useful” out and not adequately planning for bug fixes or planning things out to be scalable in a useful way, leading to tons of buggy code with loads of tech debt that barely ever gets resolved.
Vs if we took a step back planned for a little less output per sprint so we can actually get something robust out (even if it’s a tad less feature rich per sprint)
We would be able to build something actually robust and useful over a few sprints.
Ah makes more sense. Yeah stakeholder management is a pain here cause all partners like to micromanage.
Time to pull the plug on the experiment with Products and with Labs. Send the ‘leadership’ back to serve clients or out the door. It’s shocking how poorly run the org is, how top heavy it is, how oversold it is, etc.
No one in the management team has actually done products or technology - and I’m not even sure if they understand the difference between the two.
Goodness. So negative.
Rising Star
Part of this is the nature of this kind of place. Like reviews etc someone who is frustrated is MUCH more likely to voice their thoughts/opinions than those who are just content.
So keep in mind the negative sentiment will always be more represented
That being said I am personally frustrated with the teams I’m on and it feels like at least in part due to the time at the top/how they are running things/what they expect.
P&T’s concept of building products is like the youtubers recommending building houses out of shipping containers.
But those shipping containers look nice outside n inside. May not be as functional long term.
Our ux team is not good by any means n our products do not look nice or run nice. Why we promote a ux leader to md when the entire ux team produces 30% of what any other average ux person outside pwc produces.
Do you folks work with S& too?