The business is no longer a small boutique consultancy where the skilled workforce are afforded the autonomy to guide the direction of the company. The original management that shaped the success up to now has left, and parent company (NTT) policies are now diluting and stifling productivity, morale, and contributing to high staff and customer churn and stagnant growth. I don't feel like the company is at risk of collapse, but it certainly isn't growing as it could or should. This is exacerbated by a top heavy org structure with multiple highly paid directors of xxx /managers of xxx/heads of xxx etc with many who provide little to no benefit or direction at all to the company. The business is stuck in a single track mindset with a strategy that is heavily reliant on work being fed from partner SI's, Which is no longer optimal, with no ability to adapt. PS staff are sat on the bench with no billable tasks, meanwhile, the rest of the cloud services industry is rampant. The business desperately needs someone senior following the industry and adapting to it to turn that into opportunities. They have some very old school values, ie devout on keeping expensive office premises, promoting regular, demotivating, and expensive travel, and trying to offset below average remuneration and employment packages with things like quizzes, "free" pizza and BBQ's...
