Pluspunten
In its purest state (e.g. in years past), SAIC seemed to be on a nearly utopic mission to save the world. One of the strongest verticals in the company was the R&D model. When I traveled and introduced myself as an SAIC employee, people responded with praise and accolades. SAIC was known as an idea company, full of bright minds, dedicated researchers and exciting drive to discover. Projects undertaken by SAIC teams were--and still are--critically important to national and world health, public safety, space programs, robotics, energy, military systems and every niche of technology. Many projects extend for years, others are completed in months. This cycle allows employees to develop range and a broad spectrum of capabilities. SAIC is keen to feather their own offering (intelligent, skilled resources) by encouraging training, from a continuous cycle of in-house education to sponsoring advanced degrees and other credentials. The teams operate as nearly independent businesses, which provides the best of both worlds: the camaraderie and hands-on participation of a small business, as well as the backing and overhead support of a behemoth corporation.
Minpunten
SAIC lost its soul when they ousted the super-intelligent, caring founder, Dr. Beyster. Rather than focusing on (a) doing what's right and (b) always reaching to know more, discover more and offer more--the company was put on a two-year "let's go public" path. During that time, the R&D unit was essentially dissolved. There was simply no more concern for or value placed upon the minds and subject matter expertise of SAIC's brainy resource pool. Similarly, the needs of customers became not only discounted--but discarded. Resources that fed the "what do customers need today" and "what will customers need tomorrow" machine were dismissed. Business development and capture were eradicated. Responding to every RFP on the planet--regardless of appropriateness--became the only business model worth pursuing. Once public, the powers that be at SAIC (there is no way to call these greedy power brokers "leaders") continued their march of folly by leaving their past "consultant" persona in the dust and, instead, strapping on the clown mask of "contractor." They went from being highly regarded in all circles, to becoming a bad paradox of a Beltway Bandit. The saddest addendum to this is that they have sucked at their charade of trying to be like Northop Grumman or Lockheed. It has been like it might have been to watch Grace Kelly trying to get a part on Hee Haw. What a waste.
