There wasn't anything particularly wrong with the technology they used. It's the fundamental incompetent management and the infrastructure that protects it that

There wasn't anything particularly wrong with the technology they used. It's the fundamental incompetent management and the infrastructure that protects it that is the problem. At Deloitte, you don't get to be a project manager because you're any good at managing projects. Hell, I don't think they even really hire real project managers. You get there by glad handing with partners and managing directors. You as the developer also never get any access to the client. You never get any real set of requirements. At best, you'll have some stuffed shirt make up the entire concept out of thin air (or "user personas", as they called them), present it to the client at a kick off meeting, and then never take any feedback on it. If, in the course of development, you discover your PM knows more about hair products than software products, there's no way to change the plan. And when it all invariably fails, you as the software developer who doesn't have any drinking buddies in the partner suite are blamed for it. These folks are also responsible for your yearly review through a system called the "scatter plot". It's basically random noise with a linear progression forced into it (which mirrors the institution's complete lack of competence amongst management). At the end of every project, you hunt down your PM and coworkers and make them submit a "snapshot" about you. They then evaluate you on completely subjective scales like "if it were yours, would you give this person money". The theory is, over the course of a year, you'll work ok multiple projects with multiple PMs and any interpersonal bias will average it. They think of this as an objective evaluation system. But if you're working on software, they think you want to build report and work with the same people all the time (not an unreasonable assumption). So in the software side, they put you on 3-6 month long projects, all of which are with the same PM. So you don't get very many snapshots (because there aren't that many projects in a year) and they're all from the same person. Half my team and I got laid off because our management was incapable of selling projects. I was on the bench 40% of my time at Deloitte. Tried to make use of that time to make useful tools, which just got me into more trouble. Got told "libraries are a waste of time". Tried to bring in some of my contacts for potential contracts (I had been freelance before Deloitte and had a few leads come back after I joined), got yelled at for that. Tried finding projects within the company, got yelled at for that, too. Never did get told how I was supposed to be using my time. And I mean literally yelled at. I got sat down and scolded like I was some child in school. The only saving grace: my former boss got fired for harassment about a month before I got laid off, and I'm pretty sure I helped it happen. Though it had been there 8th complaint against him in so many years, so actually, probably not. He probably got the can because he missed his sales targets 8 years in a row. Yes, eight. Stay away from anywhere that is organised as a partnership.