Atlanta: Great employees, lousy leadership. - Consultant Slalom Employee Review

1.0
Jan 26, 2017
Recommend
CEO approval
Business outlook

Pros

(Atlanta specific.) You'll get experience at different companies. There are a lot of social activities that are company sponsored, such as an annual retreat, team happy-hour, and meet-and-greets, plus occasional affinity group activities. Professional development opportunities exist, but access to them can be highly dependent on your manager. The most talented group is the recruiting department - they genuinely find good great people to be consultants. The place is full of smart and skilled interesting and diverse people at the consultant level. Managers are highly variable in quality, but many are good. As with much of consulting, salaries can be high, health benefits are about average, and leadershp does appear to be trying to do something about the 401K plan which has definitely been lacking.

Cons

(Atlanta specific.) While individual managers are often good, overall leadership is missing. The senior leadership team is conflict-avoidant and this cascades through the company. "Get along, be happy, don't disagree" is a mantra you should get used to. If you have a family, or are introverted you may find the social aspects of the company burdensome. Failure to participate in sufficient social gatherings can cause you to be labeled an "outsider" or "not well known". More than one colleague reported their annual review including a high personal performance rating, but some comments about needing to improve on "getting to know people in the company" which drew their overall rating down. Strangely, being too well known can also be a problem. Being a smaller company, there is a challenge promoting talented people to greater responsibility. To be fair, Slalom is actively trying to address this problem.

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Slalom Response
9y
This is John Tobin. Thanks for the thoughtful review that I will share with the Atlanta team. I feel that if the Atlanta leadership team does things behind closed doors, it's probably more just not to burden others and allow our consultants to do what they do best, which is come through for our clients. Still there probably are times when the direct conflict management approach should be taken into account as you state above. As for opening a number of offices, I admit we did stretch a little in 2016, but this was more about finding the right leaders for those markets quicker than we thought we would. It really did not put a strain on our values (nor should it ever) as we had that investment already planned for but in some cases, the clock on the investment started a little earlier. We probably could do a better job in communicating our investment strategy there, but I really would emphasize again, this is not a move away from our purpose or core values - I personally would never sacrifice that. Feel free to email me more feedback at johnt@slalom.com or if you wish to provide feedback anonymously simply go here: http://slalom.ws/anonsurvey. Thanks

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•There is an impressive budget, especially for high-level events, ancillary experiences, client giveaways, and premium swag. Management does not hesitate to fund top-notch brand experiences when needed. •The company offers a highly competitive benefits and perks package that remains a strong selling point.

Cons

•The "fiercely human" core value does not match daily operations. Collaboration is routinely replaced by a self-service model of training videos and help articles. •These recurring shifts are designed to manufacture the appearance of fiscal stability for the benefit of external stakeholders and clients, while leaving core operational deficits unaddressed. •Organizational maturity is low. Teams operate in deep silos, the internal tech stack is outdated, and there is a distinct lack of adequate project and event management software.

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