Ihr Unternehmen?
kununu Prüfprozess
5 Mitarbeiter:innen haben diesen Arbeitgeber mit durchschnittlich 3,3 Punkten auf einer Skala von 1 bis 5 bewertet.
- Office location
- Technical equipment
- Reliable internal functions (HR/ IT)
- Lack of transparency
- Internal silo structure
- For a company this size, team spirit should be better
- Tear down the "Chinese walls" wherever possible - encourage knowledge sharing also and especially across teams
- Centralise time tracking to increase transparency and reduce internal politics
- Diversification is good - IF you can back it up --> Hire senior ranks with proven credibility if you want to venture into new areas/ client sections
- Do no be shy about your core strengths: If you are strong in automotive and have experience - clients will expect you to show it. "Game theory" may often sound too academic and far away from their daily work to spur their interest
The clear division between client teams fosters a clique culture - either you are in or you are out. Pressure is mounting from the top, especially in uneasy times. Oftentimes you will have the feeling you are on your own - despite efforts to display a team spirit, which then in many cases remains superficial.
As a boutique consultancy, if people have heard of it, the brand has a good recognition and a positive image. Yet if they don't, there will be a lot of explaining to do. Game theory sounds fancy to some ears, so it may be a selling point.
As mentioned before, work hours are rather fair for a consultancy. However, peaks can be very high and there also will be lows. This could be eased by better resource management, yet a significant lack of transparency between and even within teams on hours worked/ billable hours/ capacity (despite several competing but inefficient tracking efforts) hinders this.
As a boutique, the firm is rather specialised, which limits exit options (especially if you have stayed around for a while). Within the firm, there are quite some trainings for every hierarchy level and the firm is willing to invest in this area, however it would help if some of these trainings were more hands-on.
The company tries to be in touch with top-tier competition. It is unclear, however, whether the market sees them as providing the same quality of service (thus justifying individuals' pay packages). This could be a profitability risk.
There is way less travel then there used to be, however whether this is driven by environmental concerns is not clear. However, carbon emissions caused by air travel were offset on an annual basis via one of the usual schemes and there is a policy in place which should encourage electric rental car use.
Again - there is and there is not. Within your own client team, if you are lucky, you will find a good morale and mutual support. This however normally does not extend to other client teams, as the firm often appears to be made up of several sub-firms that only share the name.
As consultancies go, the more senior colleagues sit at the top. So naturally this scores high.
It depends. There are no absolute no-gos, however the hierarchy is strong and the distance between levels signficant. The company often appears to believe in the concept of "trickle-down-knowledge", where all knowledge sits at the top and will hopefully feed down the ranks somehow if intended (or not at all if not).
The main office is new, central, and state of the art (if yet a bit cold atmosphere-wise). Other offices tend to be in shared office buildings due to the company size.
There is communication from the top on whether the firm is doing well or rather not so well on a regular basis. However, little insight is given when it comes to the details. Many colleagues come and go, however as for the reasons of departures, clarity is rarely given and information only feeds through the office grapevine (if at all).
The equality focus is strong with transparent reporting at the annual meeting.
There are varied tasks, the core product however is quite standardised. The company still believes all hail lies in Excel and thereby fails to see that the market (both competitors and clients) has evolved beyond that. The sparse collaboration across hierarchy ranks will lead to individuals oftentimes having to sort out project questions on their own with little to no involvement from senior ranks. Those in turn then cannot intervene/ help, if required, since they are not involved on a continued basis. Business development is almost exclusively done by senior ranks with little to no involvement from juniors, even in preparation, which does not appear to be wise from a resource and training point of view.
viele Teamevents, super Atmosphäre, offener und respektvoller Umgang
eigentlich nichts, vielleicht die aktuellen Büroräume im Altbau, es gibt aber einen Umzug in ganz neue Büroräume
interne Kommunikation verbessern bzw Infos an einem Ort bündeln
- interesting projects with adequate involvement from the first minute
- great colleagues - other consultants are very friendly & helpful; more than working colleagues & friendships develop
- volatile working hours: for a consultancy more than fair working hours, but peak weeks with high intentsity
Hoher Workload - arbeiten am Wochenende kommt öfter vor
Respektloser Umgang mit Mitarbeitern, besonders mit weiblichen Kollegen (herablassende Bemerkungen zu Aussehen, "Mansplaning" etc.)
Grausame Atmosphäre, sehr unterkühlt, jeder nur für sich, nur vordergründig "nett", Vorgesetzte blicken oft auf Teammitglieder herab etc.
sehr hoher Workload
Nasenfaktor ist sehr wichtig
ist okay, aber für den Workload zuwenig
Spielt keine große Rolle
Jeder ist sich selbst am nächsten, sehr Team abhängig
keine bis wenige Führungsfähigkeiten, geringe emotionale Intelligenz, empathielos
Intransparente Kommunikation
"Mansplaining" ist an der Tagesordnung in jeglichen Meetings
schnell wiederholend
Trotz Wandel der Unternehmenskultur ist das Arbeitsumfeld immer noch sehr persönlich und kollegial
Wachstumskurs des Unternehmen hat negative Auswirkungen auf das Arbeitsklima
In Wachstumsstrategie den Fokus stärker auf die Motivation aktueller Mitarbeiter lenken; Spieltheoretische Elemente in die eigene Unternehmensführung einbauen
sehr nette und interessante Kollegen aus unterschiedlichen Fachrichtungen - in den letzten Jahren aber zunehmend ein Wandel in Richtung Standard Strategieberatung zu beobachten
hängt stark vom Team ab...für Beratung moderate Überstunden - Arbeiten am Wochenende wird vermieden
es gibt einen vorgesehenen Karrierepfad
wunderschönes Münchner Büro mit hochwertiger Einrichtung. IT Ausstattung ist gut
Für Strategieberatung in den Anfangsjahren eher unterdurchschnittlich, aber durch große Gehaltssprünge wird der Durchschnitt mit der Zeit erreicht
Hängt sehr stark vom Team bzw. Kunden ab.