Well-intentioned large corporation challenged with uniting segmented offices and practice areas
Pros
Strong reputation and well-respected firm; widespread global and regional brand recognition with notable contemporary projects lays foundation for winning new work (particularly large and exciting proposals); having all of the practice areas related to urban development and critical infrastructure under one roof creates opportunities for cross-company collaborations and an easy sell to clients looking to address multi-faceted issues that span disciplines; the firm’s geographical market reaches into almost every corner of the world, often allowing for unique work travel opportunities and/or flexibility to temporarily work remotely in other AECOM offices (team workflow and needs permitting); sometimes viewed as thought leaders in certain fields, practice areas, and issues; great standard benefits and ESPP and company match programs
Cons
A firm of this size in any field is going to have a number of growing pains, and these growing pains often fall hardest and mostly on the billable staff of the company; historical company growth occurred mostly through acquisitions of regional practices in various fields related to infrastructure and development, which is great strategy for rapid growth but not so great for building a united workplace culture—there is the added challenge of strong legacy cultures and traditions which can be enriching, but ultimately create additional barriers to truly feeling like one united company; it’s actually quite difficult to nurture authentic and effective collaborations across practice areas and teams in different regions that are impactful and meaningful to individual employees’ and/or collective skills building (especially for client work where cost efficiency is prioritized); unrealistic expectations for billable hour percentage targets; company-wide, the allocation of work hours toward critical employee-centric overhead areas such as marketing/new prospects/networking, training and skills development, and of course workplace and team culture; the company is publicly traded, so increasingly lots of pressure on cost efficiency and billable hours which can be intense when contingencies are taken away and billability expectations change