TS&A is a joke across all JF. We have MDs that know their craft, but hardly anyone below MD has any clue what to do as MDs do not train their staff. EA JF doesn’t have any actual EAs, just people that transferred from Tech who want to be EAs. Tech Transf is also Tech transfers that are PMs that are staff aug for Tech projects. TS is full of external hires and Tech transfers that have never done any Strategy work. We need to invest in developing our talent! Hope GD “retirement” is a wake up call!

Posting as :
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I am sorry this has been your experience. Very open to your ideas on what actions you would like to see. Open to a DM, more pings here, or talk to your practice / talent lead. One of them is me and I promise I want this to be a destination practice and will fight to make that happen.

I hope you have had the opportunity to take advantage of our capstone training, capability specific training (look at our KX site), upcoming strategy college, local MU lunch and learns, in person townhalls, and capability +1s where a lot of the talent development takes place. Would you like to see more? Feedback has been “too many internal meetings”.

I also will acknowledge though this is a really tough time in a bad market. We don’t have the ability right now to put all people on the ideal projects for growth. We are prioritizing “keep our people” over “keep some people and let others go if we can’t find the perfect project”. So my guess is that is contributing to your lived experience. Is this the best strategy long term? We will see.

Still - I can vouch that’s it’s not “all” in any case. There are several talented people in TS&A doing meaningful work that directly align to the desired job family talent pools. Hopefully we can expand as more work sells.

Finally - While I respect your opinion - I do want to call out - even though this is just fishbowl there’s some inherent bias in your tone that seems to demean “tech transfers” and “external hires”. I think we should celebrate that we are building a community open to many backgrounds that can provide quality client value and talent to TS&A. Homegrown, always worked in strategy only people, is not a goal we are setting. Maybe you would be happier elsewhere if that’s your desire.


MD - I was an external hire. With an MBA from a top 5. I will be honest - I did not have a good experience with TS&A. In my 20+ YOE, I won’t say it was the worst experience, but I truly felt that it was a missed opportunity for Accenture to lose too many experienced hires and for those hires as well. Accenture tried to hear us out, but none of the leaders executed on any of the ideas that were offered by the experienced hires. In fact, Ellyn Shook was supposed to have a follow up meeting with all experienced hires that never happened. I seemed like a insincere effort to understand the plight of experienced hires within Accenture. The exp. Hires are treated like unwanted weight, truly. I felt like Accenture didn’t know what to do with them. Accenture was hoping that they will figure it out and hopefully be out of their sight. From the statistics I have been hearing , a vast majority of experience hires are counseled out or they leave consulting by themselves.

I was not listened to when I was at Accenture. I was counseled out after 3 years. I had no idea that I was in bottom. I was told that I was doing great etc. It came out to the blue. Here I am on FB. I saw your post …& felt compelled to respond.

I suggest the following - Accenture should have a formal training curriculum for new and experienced hires, give them time to learn and also give them a rotational opportunity to learn about the different practices. As soon as I joined ACN, I was put into BD work and never given the time of the day to train on Accenture’s different practices. Protect the experienced hires from these leaders, who want to place them on projects immediately. Exp. Hires are going through a shock, as they are absorbing too many new things at the same time . If Accenture cannot have a customized program for external hires and treat them with basic decency, please don’t hire them. It’s gives them a bad taste about consulting in general and then the bad taste spreads around.


Lovely feedback - would be good to see you contribute to making the experience better. Hope you raise your hand and engage instead of anonymously going on a tirade on FB. Share your opinion with leadership or career counselor - I’m sure they will listen.


I post because I care. Trying every channel here… seems like Leadership listens more to FB. Also, if you point something out as an opportunity Leadership automatically volunteers you for it. Don’t need another +1 on top of all the other +1s.


Don’t they have a capstone


Capstone is everything but “human”. Best way to learn is in person and try to apply it immediately. Consulting is an apprenticeship model. Need more on-the-job/project training that is in person.


This isn’t my experience in TS. We have MD’s that actually do spend a lot of time helping develop people, and a lot of talent have MBA’s from top business schools. We have problems sure, but I wouldn’t say the job family is a “joke” by any means.

How long are we going to be saying this? I heard this when I joined the firm and heard the same when I left too. Over the time, I saw some half-baked attempts to listen to the problems of the EH. It almost felt like the company treats them as a burden or doing them a favor by hiring.

Not all EH come in with a previous knowledge of consulting. Some of us come after doing an MBA thinking that consulting would be interesting and rewarding. What I faced was insults and put-downs. The firm put us EH in such a bad spot, that even analysts would not respect us. Why would they ?

Had I known that Accenture was so bad with managing EH, I would not even have joined it in the first place. Now, I am left with a bad experience, and bad health consequences as well. Anyways…feedback has been given many a times. What remains is for Accenture to do something about to. That wont change until you have that many EH at the MD & SM levels.

I would also recommend measuring your success by the number of EHs you retain and make to senior leadership.


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