Hertz paid Accenture $32M for a website that never went live (2019) (henricodolfing.com)

Article summary

Hertz paid Accenture $32M for a website that never went live. The project's failure has raised questions about the hiring of large consulting firms like Accenture. The discussion around the article reveals concerns about the motivations and decision-making processes of executives who hire such firms. The exact details of the article are not available, but the comments provide insight into the issues surrounding the project.

Main themes

• consulting firms
• executive decision-making
• project management
• in-house development
• outcome-based contracts
• IT knowledge and expertise

What commenters say

• Hiring large consulting firms like Accenture can be a safe choice for executives, but it may not always lead to successful outcomes.
• The use of Accenture and similar firms can be driven by a desire to shift blame and avoid accountability.
• In-house development teams may be a better option for critical projects, as they have a sense of responsibility and attachment to the company.
• Outcome-based contracts can be more effective than billable hours, but they also come with their own set of risks and challenges.
• The failure of the project may be attributed to the dysfunction of the company and the lack of IT knowledge among executives.
• Large consulting firms may prioritize their own interests over the needs of their clients, leading to ineffective and costly solutions.
• The use of freelancers or smaller consulting firms could be a more cost-effective and efficient option for companies like Hertz.
• The incentives and motivations of executives and consultants can lead to a focus on flashy projects rather than practical and effective solutions.