Great place to learn about market research, but horrible work/life balance
Senior Business Analyst, Client Services (Former Employee) – Atlanta, GA – August 7, 2013
I have worked at Millward Brown for over 6 years, and recently the company instituted a new service delivery model for the Client Services department.
Taken from the perspective of 10,000 feet up, the new model make sense as it cuts down on redundant work, empowers employees to act more like consultants and boosts job profitability.
Taken from the perspective of the employee, the new model makes for a very challenging work life. There is no longer foundation level support on accounts, and as a result mid-level managers spend a lot of time handling routine tasks or responding to basic client requests. With most of the time spent handling such tasks there is very little time to focus on higher levels tasks such as generating insights for clients or becoming experts in their business. The new model spreads mid-level managers too thin, and as a result long-time clients are becoming frustrated with the reduced level of consultancy they receive from MB and employees are under a great deal of stress.
The new model could be much more effective if employees were responsible for fewer accounts. This would give each employee enough time to handle the more routine tasks, but still allow them to become experts in a clients business and provide the level of consultancy clients are seeking.
MB is a great learning environment and despite the added stress of not having adequate staffing resources there is sense of camaraderie.
Learning environment, workplace camaraderie
No work/life balance, senior management seems detached from realities of day-to-day work life