Next Generation company with old style methods - Anonymous employee nGenera Employee Review

1.0
Nov 18, 2008
Anonymous employee
Recommend
CEO approval
Business Outlook

Pros

The company grew very fast via acquisitions. The people that came with the acquisitions are great to work with. It's hard to come up with other "best" reasons. I guess if you are a member of a select group you will have good reasons to stay there.

Cons

As an employee you are in the dark on how the company is really doing and the overall direction. Too diversified and the company is lacking a good strategic steady direction. No training or clear career advancement. Typical corporate america. Benefits are not up to par with industry.

Explore other reviews about nGenera

5.0
Dec 28, 2010
Recommend
CEO approval
Business Outlook

Pros

Great people, cool technology, excellent atmosphere. nGenera was a fun place to work with lots of opportunity to do new and exciting things.

Cons

Because nGenera was a startup that was conceived at the top of the last tech bubble, there were a lot of money struggles, and management often went after the wrong resources with large sums of money at the expense of solid, proven resources.

1.0
Dec 1, 2008
Recommend
CEO approval
Business Outlook

Pros

- Innovative product and service offerings - Very talented and renowned employees - Broad industry access to C-Level leaders of the global 200 corporations - Pioneering business transformation strategies - Has a possibility to break into a large market for Software as a Service (SaaS) if they invest, focus, and execute

Cons

- Unproven business model - Service offering bundles and pricing is not well thought out - Confused product and service message to the market - Lack of input from employees on service and product strategies outside of a very small group - Poor investment decisions on acquisitions - Integrating acquisitions were done poorly, hampering synergies and slowing sales pipeline - Had unqualified managers in key positions who had too many responsibilities and consequently did none very well - Said they wanted to be a new kind of company but continued to cling to the old Big 6 consulting methods - It’s hard to tell who’s responsible for anything - very disjointed organizational constructs - Requires evangelizing an entirely new business model without the tangible software and service assets and methods to pull it off

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