Gartner reviews

Internal processes are suffocating, and the company is run by back office functions that haven't got a clue. Order management, legal etc all have absolute power and weird it indiscriminately, making it impossible to get your job done. HR is a complete joke, staffed by totally indifferent cheerleaders, who wave Pompoms in the air while stabbing you in the back. Leadership is arrogant, sexist and bullying. Show the least sign of concern or empathy for a customer and you will be crushed. It's churn and burn, the people that succeed and rise to the top are ego maniacs who don't care in the slightest about anyone but themselves. The worst thing is, this is all lacquered over with the most cringe making 'appreciation events' that mean nothing. You could be at one in April, and fired in May. Really abusive place that promotes based on totally unintelligible criteria, hasn't got a clue about leadership and is ritually abusive.

The company culture has completely changed since 2017, mainly due to the influence McKinsey has had on the board...they suckle from the teet of six sigma crap, so much so even out EXP clients smell it out and make fun of it. In particular, the Client Service Organization's work environment has become wildly toxic. For example, the Client Partner's business unit is the funnel to just about every other position (unless you're lucky in the pin-the-tail-on-the-donkey that is recruitment to jump into ECM, TCM or CVM) you have to hold your breath and pray that your territory is one of the magic territories that's aways thrived on its own(generally based on the culture of the orgs in that territory or industries in that territory and their use/need of consulting firms). Either way youre going to work yourself crazy- the territory health quarter to quarter will vary based on how those users use and that can be out of your control even with your best efforts. Metrics do matter but they don't tell the whole story. Yet they are the make or break, regardless of your effort or relationship with sales team and clients. I think the goal is to turn/burn on associates as quickly as possible since those are the more affordable fire and hires, versus management. It's also easier than rebuilding the metrics process, or rotating reporting cycle. Also easier than trying to align Gartner's client service org KPIs with Gartner's sales org KPIs. Much easier to have them continue as two separate islands- competing against each other, punishing each other in their day to day functions in a relationship that turns into a battle over access to each member. Yes. Much easier to poach newly graduated, low expectations, wet behind the ears, bright eyed, google campus loving, solid benes seeking and branded swag searching associates to take on board as they off load the associates they've enjoyed and burnt out... ...but again, when it's was good, it was great.