Deloitte reviews

- Knowledge transfer varies dramatically from one team to the next, and often even from one individual on a team to the next (not all managers make consistent internal documentation a priority). In some cases this makes for a challenging onboarding experience. - Some government clients can be very difficult to work with, either being unresponsive or over-eager to allocate as many of their responsibilities to the consultants as possible - Engagements tend to be longer in the federal sector, so the higher up you get in the firm the longer you are expected to stay on a given project generally, which can force some to "specialize" (rather than trying out new things) sooner than they really wanted to. - Many of the higher-up team leads (senior consultants and above) have so much going on that they are unable to provide much-needed feedback until right before things are due. - Some coworkers in the firm are so accustomed to leveraging existing firm materials that it reduces the amount of creativity and development of new approaches [I imagine this is a common issue across large consulting firms]

There is a lot of old boys club going on and decisions being made behind closed doors. Poor management communication and questionable senior leadership steering of the ship.