Company: Deloitte
Date: 2017-05-20
Overall rating: 3/5
Employment status: former
Experience level: Junior

A terrible place for consumer-facing digital innovation
Pros: There are some really smart and kind people at Deloitte. These people do some difficult and worthwhile work. Deloitte delivers a lot of value for a lot of people, and some people can make a great career here.
Cons: This is a terrible place to work if you want to make innovative, compelling, consumer-facing web or mobile experiences. If you are a  developer or designer who wants to work on leading edge experiences, do not come here! It is nothing like leading digital agencies (e.g. AKQA, Razorfish, R/GA  etc...). Deloitte Digital is just a rebranding of the old, vanilla enterprise tech consulting services Deloitte has always provided.

Most of the work Deloitte is involved in tech wise is extremely vanilla  and not at all innovative (i.e. call them if you need an Oracle or SAP package architected and configured, nothing else). There are very few US-based engineers who actually get their hands dirty, and very few designers. US-based folks with engineering backgrounds are powerpoint deck makers and project managers. 

Deloitte will put any warm body on any project (it doesn't matter if you're a front-end developer, you might end up leading a QA team for an Oracle financials implementation, or writing status reports for a client's PMO office). 

Selling work is everything at Deloitte, and as a result they often  present people to clients as experts who are not even remotely experts (e.g. have never used the technology, have never designed or built anything). 

Deloitte leans a lot on their IP.  Most of their work products are PPT decks modeled on other (often poorly understood/contextualized) PPT decks. Sometimes, entire projects are run by someone with very little or any experience with the process or knowledge domain, based on a set of deliverable templates created years ago.

Deloitte is also a place where charming sociopaths (who present a great face upwards to their managers, but make their direct reports lives hell through ambiguity and incompetence) can thrive.

Deloitte operates on a 'farm team' model, value extraction at its maximum.  They recruit a bunch of smart, insecure, ambitious young people each year, get the most they can out of them by treating them as endless fountains of cheap (to Deloitte,) billable hours, and the ones that don't wash out after a couple years, rise through the ranks to extract value from the next generation.