Do not support or induct senior lateral hires. Promised partnerships which would be automatic at other firms are dangled to extract more hard work. Until you're a partner at a senior level you're excluded from the club.
Tolerance for "lifer" partners who under-perform.
This combination means they have very little concept at senior executive level of the world outside Gensler or what clients and the industry really thinks of them.
Competition between studios and offices goes beyond healthy sometimes and inhibits client relationships.
Very transparent about the business including revenue with all staff which obscures the fact that a small group run the show and do not share major structural or strategic decisions with other execs.
Little succession planning at executive level (or as above, its kept secret till implemented).
As others have said, its a business first and a design firm second. If you don't have P&L ownership at a senior level you will never succeed.
Careful of the real value of employee package benefits - most are "struck" once year and paid a few months later. If you're not around for either of those dates you miss out. This really hurts at a senior level as base salaries are low (for non principals).
