Fujitsu Associate Practice Director reviews

Managers in this organization have historically prompted subordinates to cater to the needs of a supervisor’s career in deference to their own ambition. The management team is filled with people who lack effectiveness in managing and leading the consultancy to achieve greatness. Promotions are doled out to people unqualified for positions but have proven themselves to aid in career development of their superiors. Loyalty is a one way street. Fujitsu talks about Macroscope as a standard methodology but the consultancy has no idea how to implement or manage the process. Macroscope is not pervasive in the corporate approach. It is used as a carrot to entice clients to purchase services. There is no vision at the senior levels and is born out by the number of times strategy and focus has shifted in two years. At this date, the management is once again creating vision and mission statements that should have been set two years ago when the acquisitions began. Fujitsu has not been able to garner support from the sales team as witnessed by the loss of market share during the past two years. Practice managers and consultants are expected to seek out and sell engagements to clients. If the bill rate for any service drops below $100/hour then the business is rejected. Fujitsu's interest is in driving bill rates up and not in providing excellence in delivery. The culture covets the sale and not the delivery of excellence. Executive management is disinterested in leaving their offices to see for themselves what is happening in the field. They rely on the reports of managers who only wish to save their own skin by blaming poor revenue growth on their subordinates. It is interesting that this is accepted by the executive branch. When will they realize that all the transformational leaders have been eliminated by functionaries who only want to climb the corporate ladder?

The bottom line is, the people there don't have a clue in how to run a business. I had zero support from my management. FC purchased Rapidigm, where I worked. I scheduled a 3 day weekend to take a short trip with my family. I made sure all my duties were being handled by a superior to me. Over the weekend, disaster struck and my boss told me it was all my fault. I explained that I had turned everything over to a fellow worked, who was senior to me. Turns out this guy lied and told my boss I hadn't turned over anything! I tried to explain to my boss that the superior had lied, but I wasn't believed and my boss didn't care. The next month the practice had a national meeting, and while my name wasn't mentioned, my boss used "MY" screwup as how the company was losing business, and how we can't have idiots working for us! I went to him afterwards in private, and asked him what exactly should I have done different? He said "Just do your f**ing job!" I told him I thought I was, but I could use some constructive feedback and guidance. He said I should know how to do my job, and he then walked away. This was all during the absorbtion of Rapidigm into Fujitsu Consulting. After this particular trip, I was then demoted, and then a few months later, laid off.