As in many mid-sized consulting firms, the structure and support systems are still developing. There is limited formal training (most learning happens on the job) and internal resources such as knowledge bases/project archives and expert networks are quite underdeveloped.
Unlike tier-1 consultancies, there is no centralized research support, slide designer or paid expert network, which means that during projects (especially due diligences), consultants may find themselves cold-calling people on LinkedIn to gather insights. It can be a great learning experience, but also a bit frustrating when compared to the structured support systems of larger firms.
Additionally, the small number of partners means relationships can become quite personal, for better or worse; if things don’t go well with your team or manager, it can feel a bit limiting.
More importantly, the firm is still finding its balance at the partner level.
The way partner revenue are currently divided has created tensions and even led to some partner departures in recent years. This affects the pace of growth in the strategy practice, and a governance adjustment will likely be key to sustaining the huge potential Emerton has over time.