Pros

- In the right pockets, competes with the very best management consulting firms (energy, health come to mind, but highly region-dependent) - Entrepreneurial, if you are adept at cutting through red tape or getting what you want - Senior leaders looking for ideas from junior ranks for "how to make it better" - Trying to take our own medicine - global brand; even if brand still lags mckinsey, bcg, in some regions this is not a huge drop, and in some industries, not a drop at all - willingness and eagerness to improve culture, work-life balance, etc

Cons

- lots of legacy problems from "old days" of BAH and/or partners and internal staff set in their ways - questionably competent senior/internal leadership decision-making in some regions - brand in the "real world" is variable; sometimes as strong as anyone, other times "Ops/analyst wonk" bias - discombobulated strategy; still trying to find its way in terms of market-facing and internal investment, focus after the BAH spin-off - At junior level (e.g. below principal/partner), globality of firm is hardly tangible, not a mobile place - Culture inconsistent, with some champions of change and others who just want to punch a card and make their money, "stop whining and get to work" - culture of feedback highly inconsistent; "direct, honest feedback" is rare, you either get negative feedback indirectly and without details, or you get sugar coated nonsense because many people don't know how to deliver constructive criticism and/or are afraid to do it to your face, which is silly