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      Slalom

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      Slalom reviews

      Culture continues to change - Anonymous employee Slalom Employee Review

      2.0
      20 Oct 2016
      Anonymous employee
      Recommend
      CEO approval
      Business outlook

      Pros

      Work with a lot of great people.

      Cons

      Focus has shifted from great delivery of great solutions, to making the sale. Despite the fact that we have a market team of roughly 20, the Practice Leaders are being pushed much more than ever to sell, leaving little time for practice growth, people support. Mid-mgmt roles should be re-examined as there are too many hats being worn between sales (which is being emphasized as the most important by far), practice growth, people growth, internal initiatives, all while expected to be 65-100% utilized.

      avatar
      Slalom Response
      9y
      This is John Tobin. I'm hoping you bring this up to your leaders and perhaps your GM regarding your view on this. I would also be happy to discuss what you are seeing and I will be at your quarterly in November. If you would be willing to talk to me, send me an email and we can set up a time to chat. If you have additional feedback that you'd like to share please complete this short survey at any time: http://slalom.ws/anonsurvey.

      Explore other reviews about Slalom

      5.0
      15 Apr 2026
      Senior principal consultant
      Recommend
      CEO approval
      Business outlook

      Pros

      Great place to work and life balance

      Cons

      Not a great palce to work

      2.0
      11 June 2026
      Marketing
      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.

      3
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