The kind of core thesis of Inspire is to attract top professionals by selling them on the idea that Inspire is different and disruptive. "If you're already a career consultant, it'll be better than where you've worked." "If you've been in-house/worked for Fortune 500s/'product' companies, you will love the consulting model. You'll be listened to, valued, and ultimately, happier." The problem is, this isn't true. Culture is, as in much of the industry, "every man for themselves" because investments are made only in "symbolic" culture (happy hours are a sure bet, but it would be very risky to point out that parental leave is widely considered very inadequate by most employees.)
Inspire has a very pyramidal leadership structure; top management has layers of insulation around them. Power is highly concentrated, especially for a company this small. It's difficult for anyone to make change without buy-in from key players - buy-in that only comes if change is cheap, non-threatening, and small-scale. Management has an open-door policy, but real, incisive critique is only likely to be taken well if it isn't also going to actually rock any boats. What's the point of feedback being a gift if feedback, if it's taken, is only taken in half-measures?
Ultimately, Inspire is just like most enterprise consulting firms, prioritizing growth over all else at the cost of its people. Consulting firms are, ultimately, valued on their profitability, not their work quality, and that means squeezing work out of people and selling ever faster. That can work for you for a while - I don't begrudge any individual who wants to go maximize their income for a while - but if there's a place in enterprise consulting that is actually healthy for the consultants, isn't doing work for comedically evil corporations, and has leadership genuinely accountable to the workforce's interests, Inspire isn't going to be the place that happens.
