191–200 of 422 posts
Earlier quoted context omitted.
24 year olds? Since when are they sending the senior consultants out on engagements like this! I lasted not even 6 months working in professional services, really woke me up to what "prestigious careers" really are.
Scott Adam’s has this covered. https://dilbert.com/strip/2000-01-01?utm_source=dilbert.com/...
It’s impossible to overstate how funny the shenanigans get when you combine a technologically incompetent legacy big Co. with one of these big professional services firms. The IT consulting firm will tell you they have experience with literally everything. They’ll dig up a case study from one of their 400 offices somewhere, claiming to be experts on whatever the topic is. Meanwhile, in actuality, your project will be…
24 year olds? Since when are they sending the senior consultants out on engagements like this! I lasted not even 6 months working in professional services, really woke me up to what "prestigious careers" really are.
It’s impossible to overstate how funny the shenanigans get when you combine a technologically incompetent legacy big Co. with one of these big professional services firms. The IT consulting firm will tell you they have experience with literally everything. They’ll dig up a case study from one of their 400 offices somewhere, claiming to be experts on whatever the topic is. Meanwhile, in actuality, your project will be…
Nothing against them as we all started somewhere. I respect the ambition but part of me feels a newly grad that has recently done a CKA, Az-400, Az-104 just isn't going to know the real world or compete with someone who has been around pre-cloud and witnessed the transition, or have enough hands on when things break very badly. They sure do know how to talk the talk however and make big company sound win some £££ contracts.
New devs/ops will never be able to appreciate pre cloud and how things are now, why they exist and what problems cloud has solved.
I guess when things get real messy they'll put one or two experienced staff onto the project still netting massive returns by billing by the hour in three figures.
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Billable Hours! This is why contracts should be outcome based and not based on hours. I don't care if the solution takes you ten days, or 10 minutes, it's the outcome that matters.
Yeah--improper incentives cause all kinds of problems. Once there was an enormous tanker truck fire under an overpass in the Bay Area on a major freeway. A section of the overpass collapsed. The state asked for bids, but the contract had an interesting feature: substantial sums would be paid for each calendar day the work was completed ahead of schedule. One contractor underbid everyone by a substantial margin, and g…
I really don’t understand how Accenture is as big as they are or how they truly provide value to the world. I just don’t understand it. Im not trying to be sarcastic. I’ve been scratching my head trying to understand this since I created my own consulting firm years ago. Please, sincerely, explain it to me.
Arthur Andersen was the largest and most successful accounting firms, as such they had deep business contacts with basically the entire business world. As mainframes moved from the white glove ivory tower to more access for programmers, then to minicomputers, then especially in the microcomputer revolution of the 1990s, Arthur Andersen was well connected to sell IT and development services to a very very large range…
As someone who focuses on being effective and efficient, this hurts my soul.
My main question is: who hires Accenture for this kind of job, for no less than $32m??? They would be my last point of call, literally after my mum, and maybe even after my dog. At least he's cheap.
Hertz hired a new CIO in 2015, and you can't just come in and keep the ship running in the same direction. You need new, big, flashy changes! Not just $32M, actually over $400M in changes, to prove the CIO knows what he's doing. Compare the article with the CIO's self provided description of his 3 years at Hertz(from his Linkedin): > I was hired by Hertz to integrate and optimize technology infrastructure following t…
I really don’t understand how Accenture is as big as they are or how they truly provide value to the world. I just don’t understand it. Im not trying to be sarcastic. I’ve been scratching my head trying to understand this since I created my own consulting firm years ago. Please, sincerely, explain it to me.
Arthur Andersen was the largest and most successful accounting firms, as such they had deep business contacts with basically the entire business world. As mainframes moved from the white glove ivory tower to more access for programmers, then to minicomputers, then especially in the microcomputer revolution of the 1990s, Arthur Andersen was well connected to sell IT and development services to a very very large range…
I guess I have to admit they provide some value, but capture 99% for themselves?
Makes me wonder if they’re actually destroying value overall?
Earlier quoted context omitted.
I have this theory that B2B is actually most of the economy; and, that, somehow, real people are only ancillary to that. Like a patina if human customers over a huge mound of B2B ... motion.
But how can that be? At the end of the day some consumer must foot the bill and cover all the additional costs of B2B services. Ultimately businesses are only comfortable paying others businesses because they found a way to make money (i.e. sell to customers, somewhere down the line)