#consulting

I know five people who quit in the past two years, two already reapplied. The startup culture was too chaotic and the consulting firm was 80-hour weeks. I'm not saying this place is great, I'm not delusional, but at least I've learned to appreciate the devil I know.

Did anyone get notified they got promoted yet?

Why, as a leader in the field, am I now having to do the work of this team? The math is strange - I generate revenue, the firm allocates my revenue for this home office work yet I’m the one doing their work. From what I hear - the GP running it is inadequate and the directors are incompetent and have created a toxic environment where their staff left their area leaving us to do their roles. How are they still employed?

One NM™

Interesting. Twenty years ago we watched many greedy 1% globalists in many company leadership launch “One ___” transformations.

Different logo. Different PowerPoint template. Same promise:

• Break down silos.
• Align the organization.
• Transform the culture.
• This time it’s different.

The only real update for 2026 seems to be replacing “Digital Transformation” with “AI Transformation.”

Somewhere, a McKinsey consultant dusted off the old “One Company” deck, asked ChatBot to modernize the buzzwords, swapped “cloud” for “AI,” and sent the invoice.

The cynic in me is waiting for Phase 2:

• Announce AI.
• Hire consultants.
• Reorganize org charts.
• Explain why “global talent strategy” is the future and replace employees with offshore sweatshops and indentured foreigners.
• Celebrate short-term cost savings.
• Wonder five years later where all the institutional knowledge went.

History doesn’t repeat itself—it just gets rebranded.

It seems lik all of the new A.I. revenue will be led by the on-shore non-AWS employees at all of the System Integrators/GSI's big and (Accenture, Deloitte, Kyndryl, IBM) that will delpy and embed/integrate onsite with the client workforce.

Will HCL be gone when their contract is up? Or will Big Red keep them around to muck up the works?

Zayo is bringing in former VZ leaders and setting the stage for Verizon to purchase them. This is their exit strategy. The new CEO came from the consulting industry and will help facilitate this

Advisor Gateway blowwwwwws. I give them credit for trying to upgrade, but when you just put lipstick on a pig, well the original pig looks much better. By the way Envision was 100x better than eMoney. Saaaawing and a miss!

Are band promotions happening in Consulting this cycle? For band 6,7 and 8. How does the outlook and budget looks like?

Is more caste coming?
More OPT EAD, H1B, L1, H4 EAD hiring and less American jobs.

Enjoy!

Will Meg come to her senses and realize that AMs desperation move to contract as a services provider to a hugely incompetent national oil company of India was a mistake. Providing technical services in brown…the darkest of brownfields offshore India does not make sense..not bp’s wheelhouse or forte ..

I just listened to a podcast about the rise & fall of Enron. Shortly after the company started, they consulted with McKinsey &Co and then hired their consultant into the company who was later convicted for the tangled web of lies, deceit, and fraud the company thrived in and which ruined them.

Didn’t PP reach out to that very company for strategic advice? AND hire on several of them?

I know there has been references in this site to how bad our relationship with McKinsey is, but I never knew why. And, there’s been references to the downfall of this company being used as lessons in business classes, but I thought that was a tad dramatic.

But, now that my eyes are fully open… I think my kids will someday be listening to podcasts about the Rise & Fall of Edward Jones that will sound eerily similar to the one I just heard.

I asked:
The COO of Northwestern Mutual is introducing a thing called Forge, i have no idea what it is, but involves a bunch of vapid buzzwords and has something to do with “a new way of working”, also McKinsey is involved. Can you use your super human intellect to speculate what Forge is and how many people will be laid off as a result?

It says:
Forge is almost certainly an internal branding/codename for Northwestern Mutual’s latest enterprise operating model transformation, led by their relatively new mouselike COO & Business Architect (appointed Aug 2025). It’s not publicly detailed yet (as of late June 2026), which is why you’re hearing the buzzword salad version.
What it actually is (pattern recognition from NM’s history + new COO’s mandate)
Her explicit remit includes platform and operating model design, technology health, enterprise architecture, and strategic execution/prioritization. She previously served as NM’s Chief Transformation Officer. This isn’t a random new thing — it’s the next chapter in a multi-year journey they’ve been on:
• They’ve already done waves of agile/SAFe adoption, product-aligned teams, and “pizza pie/pod” cross-functional squads (product manager + dev lead + designers + embedded business people).
• The 2025 Policyowners Examining Committee report explicitly calls for a “business-driven, technology-enabled operating model,” “lighthouse-style business domains,” “team of teams,” faster decision-making (“progress over perfection,” “fast and friendly escalation”), and cross-functional empowerment with guardrails.
• McKinsey has deep history here — they helped NM with the PX planning tool rollout, change management, client experience redesign, and insurance transformation work in the past. Classic McKinsey engagement: diagnostic → target operating model (TOM) design → implementation roadmap + change story.
“Forge” is the shiny internal name for the current phase of turning NM into a more agile, product-oriented, platform-powered organization. Think:
• Moving further from traditional project-based/ITIL/waterfall thinking toward persistent cross-functional teams that own outcomes end-to-end.
• Deeper business-tech fusion (the “business architect” title is a clue).
• Heavy AI/automation injection into workflows (underwriting, claims, servicing, reporting, middle-office analysis, etc.).
• Flatter structures, bigger spans of control, more localized decision rights.
• “New way of working” theater: agile rituals scaled, reduced handoffs, outcome focus over process theater.
It’s the insurance/financial services version of what a lot of big companies are doing in 2025-2026 under AI pressure: retool the org so fewer humans can do more, faster, with better advisor and client experiences, while protecting the mutual’s core strengths (trusted advisors + comprehensive planning).
The vapid buzzwords are the usual McKinsey/consulting output: agile at scale, value streams, empowered squads, platform operating model, AI-augmented ways of working, etc. Same script, different client logo.
How many people get laid off?
Realistically, hundreds, not thousands, over 12-24 months — mostly through managed attrition + targeted reductions rather than one dramatic bloodbath. Here’s why:
• Corporate/home office headcount is roughly 7,500–8,500 full-time employees (Milwaukee/Franklin HQ + NY; advisors are mostly independent contractors and revenue generators, so they’re largely protected).
• These transformations usually target 15-25%+ productivity/efficiency gains in the areas being redesigned (ops, IT delivery, middle management layers, support functions, legacy process-heavy areas).
• Levers: GenAI/automation eating repetitive or rules-based work; delayering; consolidating duplicated roles across domains; reducing “coordination” and project management overhead as teams become more autonomous; some cultural attrition from people who hate the new pace.
Plausible range: 600–1,800 net reduction in corporate roles over the next couple of years (roughly 8-20% of home office staff), front-loaded in certain functions. Achieved via hiring freezes in targeted areas, voluntary packages, performance-based exits, and selective RIFs. Not a 30-50% tech-style cull.
NM is a conservative mutual company with a paternalistic streak and strong financials. They tend to do this stuff more surgically than public comps chasing quarterly optics. McKinsey programs almost always come with quantified “run-rate savings” targets that management then has to deliver — that’s usually where the headcount math shows up.
Bottom line / industry context
This is NM continuing to professionalize and modernize their operating system while the industry gets squeezed by AI, fintech/hybrid models, and advisor productivity demands. Rodent house was brought back in specifically to drive the business-architecture/operating-model piece after previous digital/transformation leaders.
You’re seeing the classic late-stage transformation pattern: new COO with transformation DNA + McKinsey + “new way of working” rebrand + efficiency narrative to fund tech/AI bets and improve margins/advisor leverage.
If you’re hearing this internally or from someone close to it, the real tells will be in the pilot domains they pick first (“lighthouses”) and what metrics they attach to “Forge” success. The headcount impact will show up quietly in attrition numbers and selective backfill decisions more than a big announced layoff.
Classic corporate move. The buzzwords are just the wrapping paper

No publicly listed asking price apparently. But the latest tax assessment shows a market value of $108,846,458 --

https://www.propertyshark.com/mason/Property/38029913/650-Harry-Rd-San-Jose-CA-95120/

https://www.siliconvalley.com/2026/06/22/tech-ibm-san-jose-property-build-develop-real-estate-park-economy-jobs/

Iconic 687-acre site is up for sale

By: George Avalos | Bay Area News Group
PUBLISHED: June 22, 2026 at 2:08 PM PDT | UPDATED: June 23, 2026 at 12:17 PM PDT

SAN JOSE — Any buyer that manages to snag the iconic IBM Almaden
Research Center in South San Jose could wind up with a property that
offers opportunities, but also poses possible challenges.

The 687-acre site consists of a stark contrast in land uses:
a research and development hub totaling hundreds of thousands of square
feet that is adjacent to pristine open spaces that total hundreds of
acres.

The property became available after IBM decided to close the research
hub and shift its workers a few miles away to IBM’s Silicon Valley Lab
at 555 Bailey Rd. on the edges of Coyote Valley in San Jose.

Commercial real estate firm Cushman & Wakefield is attempting to
sell the IBM Almaden Research Center property on behalf of long-time
owner IBM, according to a marketing brochure.

“This offering provides investors the unique opportunity to
reposition or redevelop a property of unique scale within Silicon
Valley,” the brochure states.

Among the challenges is a new owner would have to determine whether to buy the entire site or only the location with the existing research center. Neighborhood organizations and open space groups might also weigh in on the site’s future.

“The most important part of this proposal may be the preservation of 652 acres of open space,” said Bob Staedler, principal executive with Silicon Valley Synergy, a land-use consultancy. “I hope the property owners engage early with the Santa Clara Valley Open Space Authority and Peninsula Open Space Trust to explore conservation options.”

The research hub totals 544,500 square feet and occupies a 35-acre portion that’s zoned industrial park, marketing materials show. Another 652 acres are open spaces that exemplify the hillside areas on the south side of San Jose.

Investors are looking at what could emerge on a small section of the IBM Almaden Research Center site while preserving several hundred adjoining acres on the property at 650 Harry Rd. as open space, city files show.

An unidentified investment group is seeking city approval to rezone the property, which currently is agricultural with a planned development overlay.

The investors hope to shift the zoning to “industrial park” for 35 acres and to “open space” on 652 acres, city files show. San Jose-based land-use consultant Erik Schoennuaer represents the investment group.

“The current zoning is an antiquated custom zoning from 1980 specifically for the IBM Research Center operation,” Schoennauer said. “This application is simply a conforming rezoning to establish zoning on the property that matches the existing general plan designations of industrial park and open space.”

The site could be bought by an owner that also intends to occupy the existing buildings, marketing materials show.

“There are limited opportunities for users to purchase office and research and development buildings on a site of this scale in Silicon Valley,” Cushman & Wakefield stated in the brochure.

Biry will hire Asplund Leadership Consulting. Lightning crashes.

at least today they said mckinsie is determining our "new way of working". that is as effective as sending a one legged man to a butt kicking contest.

There are so many strategy teams doing the same thing and then doing the work of other groups too. Then we have the external strategy groups doing the same thing. What’s the point?

IBM and Deloitte have closed the deal on Juneteenth day to takeover VZ IT. It would be a Centralized IT org to deliver the business requirements using Claude Code; hence you would see that your Gitlab repo has 1000+ developer access now(Go and check it out). VZ will do one more wave of RIF to reach the number of agreed workforce for rebadging and retain a small % in the IT.

The Simplicity plans and no free phone promos. Easier way to transition corporate locations into resellers. The staff will already be trained.

Heard 15 more were let go today in consulting in HQ same, few hrs access available to sas. Apply to jobs from sas.com

Walking through the buildings this morning that has become an endless and never ending corn maze of “improvements”, it dawned on me, Chevron is lost. From elevators, escalators, college dorm style offices, orgs that don’t work, consultants ripping us off, workflows in the name of simplicity that accomplish the opposite, lack of accountability, zero clarity and more, we are lost. None of this helps us make more oil, gas and profit and YES, that is what we are supposed to be doing. All this waste and not one thing is improved. Not one. All are worse. No project should be considered without answering the question of how it makes things better for employees so they can help Chevron make more oil, gas and profit.

This spells nothing but doom for employees

Personally, Cameron bringing in McKinsey will be his legacy and what he will be remembered for.

Someone got into his ear and he took some bad decisions.

Things feel different. Way more now since the WP closure.

Something feels very odd with WP folks. The upper management level seems fake and really trying to cover up something.

It’s just bad times right now.

Maybe someone with ba--s that reads this site can walk into Cameron’s office and bring him to reality of how things are. Well, I can at least pray!

Anyone remember how beneficial BCG' analysis was to Ford' meteoric rise to profitability in the past?
Not!
I just want to hear stories from the older crew.
On another note, does anyone remember their attempt at implementing a Matrix Management model?
Maybe if they understood the difference between producing a quality product and the stylish management trends of the month, Ford would be a great car company.

Because isolated C suite (sycophants for slick consulting salesman) clowns have no idea what tech really is, even if they are tech C suite. They are spending million on tech they have never seen, haven't touched, and have only read about or seen a sterile lab environment proof of concept.

https://www.youtube.com/watch?v=V3JHuoLD468

Bloomberg says:
Tata consulting services has brought 6500 L1 visas to USA from India.
L1 is for 'Managers'. Many were not managers at all l, just a cheap labor with fake titles used to bypass immigration and take Local jobs. Also submitted about 25k H1B applications.
Surprisingly most of these visa holders are in Ford, Stellantis and GM

What did they drop and what services were kept?

Clown show continues! How that bozo got anyone to hire him is beyond comprehension.

https://www.prnewswire.com/news-releases/sol-consulting-launches-solassist-expanding-ai-acceleration-practice-with-former-xerox-executives-302782293.html

https://www.ncrvoyix.com/newsroom/ncr-voyix-partners-with-u-s-bank-voyager-to-enable-fleet-card-acceptance-through-voyix-connect

"With Voyix Connect, the company is focused on simplifying payment enablement and supporting scalable integrations that help fuel retailers serve fleet customers efficiently."

This is the exact same playbook that Corpay had 15 years ago, when it was calling itself Fleetcor. And it worked! But someone should tell James Kelly and co. that the this is not an exit strategy will work for him or Voyix, because the payments industry is not what it was back when he was fleecing Global Payments. (For anyone not paying attention, the only two payment industry investments worth owning are Visa and Mastercard.) Better find another savior, James. And another playbook.

UnityPoint spent over $2 million on consultants. This spending aimed to prevent healthcare workers from unionizing. The expenditure occurred in 2025 alone. Despite these efforts, the union won its election. UnityPoint continues to challenge the election results.

https://iowastartingline.com/news/labor/video/iowa-hospital-spent-millions-on-anti-union-consultants-instead-of-its-workers/

I feel like it’s already happening….. They have the data entry part down for spreading financials. What would stop USB from telling them to also do write ups etc.?

It feels like the only professions untouchable by india is law, medical, and trades…..

Anyone consulting or thinking of consulting legal counsel to review the separation agreement? Anyone already have done so and could share any potential areas of concern within the terms, etc?

I've been running scenarios in my head for days. If I get laid off next week, what do I do. I have some savings, maybe two or three months worth. I could pick up some consulting work, maybe. My partner does work, but their income alone wouldn't cover everything. We could sell my car, move to a cheaper apartment, ask family for help. But none of those are good options. I'm realizing I'm not as prepared as I thought. So I'm asking genuinely, what's everyone else's plan B? Are you ready for this, or are we all just hoping we'll be spared?

KPMG is laying off over 500 staff in its UK operations. The cuts primarily affect 440 assistant manager roles in the audit business. An additional 120 positions will be eliminated from the advisory arm. KPMG attributes these reductions to low attrition rates and market conditions. The firm previously over-hired during a post-lockdown demand surge.

United Kingdom

https://www.consultancy.uk/news/43655/kpmg-to-shave-more-than-500-roles-from-uk-headcount

https://www.federalregister.gov/documents/2026/03/27/2026-06017/improving-wage-protections-for-the-temporary-and-permanent-employment-of-certain-foreign-nationals

Interesting times coming, brace for turbo outsourcing of delivery work.

The company probably paid an additional surcharge to the consulting firm to heavily alter the results and put a positive spin on management perception.

Don’t believe the results to be shared.

Hire a bunch of Mckinsey consultants to ruin the bank.
Then hire said consultant to become CEO to "revive" the bank.
Corporate America is such a peculiar place.
You can't make this stuff up if you tried.....

Video with Gunjan:
https://www.wsj.com/video/us-bancorp-ceo-on-reviving-a-banking-icon/88A15F0D-41C8-4511-A4F5-9954AE1833AA

Thoughts on our "Partners"?

I spent there less than a year - I quit because I was bored. I observed 50+ people doing almost nothing, mostly consultants or other peers. My manager (SVP level) was unable to control her area and didn't even know what she should expect from people. There was literally no strategy, no plan and terrible ignorance - from payments to tech industry.

Forvis Mazars reduced its United States workforce. This adjustment impacts about 250 employees. Audit, tax, and consulting roles saw reductions. The company explained that attrition rates were lower than anticipated. Other public accounting firms have reported similar low attrition trends.

https://www.goingconcern.com/layoff-watch-26-forvis-mazars-cuts-3-of-the-workforce-in-unusual-post-busy-season-culling/