Doblin Reviews

in the London team: - we lost our dedicated studio space, and it was impossible to maintain studio culture - constant clashing with the strategy consulting group over pricing, cultural norms, staffing rules, etc. A general feeling of being misunderstood and under-appreciated - missing business and sales leadership - it's not so easy to do the business development side of innovation strategy work, and we never had leadership that was able to make use of the Deloitte network in the way promised when Doblin was acquired. - Deloitte's weird fragmented business model meant that the Doblin global community got weaker and weaker and ties between Doblin practitioners got lost. This is a big shame!

They teach clients about empathy but there is no place that lacks more empathy than Doblin London. The management are so busy so they have no time (or interest) to support and build teams and great culture. They have their own agenda to become partner or director. Everyone else can just sort out their own lives. It's impossible to actually innovate at Doblin since they have a firm way of working. That's the only way but funny enough, they won't tell you what that way is. You just have to figure it out through trial and error which is a huge waste of time. The lack of trust and support means that many team members are heavily under-utilised whilst the trusted people are overworked. There is no culture and and nobody cares about anyone but themselves. I wouldn't even recommend this to my worst enemy.