Pluspunten
RALLY has a strong track record of attracting brilliant, diverse mid- and junior-level talent, which truly are the engine that keeps the organization running. The firm’s methodology for developing strategy (although inconsistently applied) is extremely sound, well-documented and backed by behavior change research in ways that the rest of the field should learn from. I was also impressed by the firm's willingness to explore and incorporate tactics like influencer engagement, email marketing, and paid advertising. Under the right circumstances, RALLY can deliver creative and highly effective campaigns far beyond what one would expect for its size and capabilities.
Minpunten
RALLY’s downfall is in how poorly it’s run as a business. The company’s ownership group seems unwilling to learn from or apply basic industry best practices to help the organization grow and run smoothly. The result is a chaotic operating culture that often feels more like a testbed for management fads than the established business that it is. For example, RALLY’s ownership group clings to an unorthodox management structure without reporting lines or managers. The result is a "structure" where you report to everyone and no one at the same time, and your employment status can hinge on the opinion of one unhappy colleague if they have an owner's ear that day. It’s also the reason that staff often feel that there’s not one RALLY; there are as many RALLYs as there are principals or directors you work with across accounts - each with their own approaches, styles, demands, and evaluation criteria. These concerns have been raised and alternative approaches have been suggested, only to either be dismissed or met with convoluted, ineffective new ideas that satisfy ownership's stated desire to be more like McKinsey. The ownership group's emphasis on rapid growth has also meant that proper attention hasn’t been given to operational needs like HR, finance, or legal - things that don’t generate revenue but are essential for sustainable growth. I was shocked by how unreliable even basic business functions were, like being paid properly and on time, understanding contract requirements across the jurisdictions RALLY works in and, most of all, processes to handle standard, required HR-related items. Because of these operational deficiencies, it often felt like RALLY was at risk of collapsing under the weight of its own growth as it drove away excellent talent and clients grew weary of the constant account staffing changes.