Brand dilution - after three years people still don't know what the brand is and how it is different to PwC. People knew Booz, but Strategy& is weird.
Lack of global mobility.It is near impossible after shift from global single P&L to territorial model. There is very little knowledge sharing across nations and partners are seldom incentivised to sell international work. New grads / MBA who wish an international opportunity should probably look elsewhere
Issues getting new good talent. The Strategy& brand just doesn't attract the same quality and volume of talent we used to. In our office only 20% of grads accepted the offers we made because we people see us as PwC and no different to the rest of PwC consulting. As a result we get sub par grads who just don't have the smarts and analytical skills. MBB, ATK and LEK grab all the good talent.
Uncertainty around brand and investment. There is a lot of doubt whether the brand will survive. Most partners tip the brand will be gone in a few years. In addition, PwC decided to open up for Strategy& intellectual capital to everyone in the network so now any partner can go and try to sell strategy projects at budget rates with the right deck. This will be the last nail in the coffin.
Usual politics in a huge bureaucracy, audit culture.
Lack of exit opportunities. Recruiters see you as a big four consultant unless you worked with Booz for ten years before the acquisition.
Loss of mentoring culture. Partners slowly sliding into mediocrity as they are no longer incentivised to mentor and lead via insights.
