Don't believe the hype and look elsewhere - Consultant Slalom Employee Review

2.0
29 May 2015
Recommend
CEO approval
Business outlook

Pros

The commitment to work-life balance is embedded in Slalom's culture and the firm does not have a shortage of events for employees.

Cons

The downside of the local model of consulting means that most of the projects are staff augmentation and really have nothing to do with consulting. The Managing Directors seem to be aloof, at best, about the prospects of moving into true strategy consulting and I have found that overall the leaders in the practice groups are not terribly interested in finding a project that fits personal and career development goals. Slalom also is incredibly disorganized with a complete aversion to anything that might be classified as "Big Four." Proposals and bus dev work are ad-hoc and not well executed, and it's difficult to understand the long-term plan when it seems like every consultant is just scrambling for the next project.

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Slalom Response
10y
This is John Tobin. Thanks for your review. We continue to invest and work towards having a true Strategy and Operations practice. I will share your review with the Seattle leadership team and feel free to reach out to me (johnt@slalom.com) to connect live if you want to have a more specific conversation about any of this. Thanks again.

Explore other reviews about Slalom

5.0
18 May 2026
Anonymous employee
Recommend
CEO approval
Business outlook

Pros

Strong local client base, collaborative team culture, good learning opportunities, and career growth.

Cons

Need to adjust quickly to different clients, tools, and expectations.

2.0
11 Jun 2026
Recommend
CEO approval
Business outlook

Pros

•There is an impressive budget, especially for high-level events, ancillary experiences, client giveaways, and premium swag. Management does not hesitate to fund top-notch brand experiences when needed. •The company offers a highly competitive benefits and perks package that remains a strong selling point.

Cons

•The "fiercely human" core value does not match daily operations. Collaboration is routinely replaced by a self-service model of training videos and help articles. •These recurring shifts are designed to manufacture the appearance of fiscal stability for the benefit of external stakeholders and clients, while leaving core operational deficits unaddressed. •Organizational maturity is low. Teams operate in deep silos, the internal tech stack is outdated, and there is a distinct lack of adequate project and event management software.

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