Most Senior Managers and Partners within the T&OP service line have never worked anywhere else; and are only familiar with internal practices and proprietary offerings. Very limited knowledge of the broader methods or specific content / research upon which T&OP offerings are founded. This results in deliverables that are strictly cookie cutter in design; and repackaged /sold to subsequent clients. Moreover, most Senior Managers and Partners have never worked anywhere else and greatly resent the experienced hires in the executive consulting ranks that come from outside the firm. The culture is elitist, incestuous, and geared to trivialities and politcal correctness. It's who you know, rather than what you contribute that more often than not determines career success. This dynamic and the associated behaviors serve to compromise the efficacy of the Performance Management process...a solid process in its design; but very poorly executed at all levels. In terms of a meritocracy, I am personally aware of successes and instances of alignment. However, I am also witness to ingregious failures and misalignments. Claims to value "innovation" and "best people" are not yet realities across the the board. Beware of challenging the staus quo, because entrenched, kool-aid drinking Senior Managers and Partners will close ranks and come after you. Diversity is limited to skin color, gender, and sexual preference, and does not extend to ideas, point-of-view, or unfamilar concepts.
