I might suggest going back over the board postings for the past several years. There HAVE been reasoned, rational discussions (hard to find, though), with real input from people who know about the company.

The Cliff's Notes version--from the mid-70's through the late 80's, the firm focused on building a stable of skilled, high-level employee consultants. They kept a bench--losing a contract didn't mean you were fired. They engaged in training and supported skills development.

This was a Good Thing(Tm), and their stock prices reflected that. Aside from a couple of bloopers (anyone remember Corvette?), it worked well. Unfortunately, they didn't change with the changing industry; a business model in this industry doesn't survive unchanged for 20 years. Cracks were showing in the late 80's, and by the mid 90's they were under pressure from several fronts. Their bench of senior consultants were hitting the ceiling in terms of compensation, while marketing was still focusing only on long-term contracts with relatively low billing rates. With the skills they'd developed in-house, they should have moved from codeslinging to higher risk but higher return specialties (e.g., forensics, intrusion prevention/ remediation and security, off-shore management, etc.) Instead, they experienced a bleed-out of senior tech staff during the .com years, and hired marginal bodies to cash in on the .com boom, while lagging the industry in picking up on hot trends. When the .bomb hit, they'd lost their tech edge, and the management team in place couldn't manage either a transition to the new reality, or define a specialty or set of specialties that differentiated them from all the bodyshops. They've never since really regained any sense of mission; there have been some attempts to develop lucrative specialties (e.g., LE and government) but they clearly haven't worked.

Assuming our economy recovers, the first to receive the benefits are consulting firm, as employers are reluctant to hire early in a recovery. Before that hits, AI is going to have to seriously define a differentiator, build a core of real tech employees with skill sets that can be kept on-board between contracts and used to demonstrate ongoing experience in projects, security, etc. (no, you can't afford to keep a general bench any more--but you DO have to keep some continuity. They've lost that.) and hew to a plan. Otherwise, they'll get a temporary boost using JIT street hires for low-margin codeslinging/admin work, then sink back into the background.

Coming up with a long-term strategy, and skillfully adjusting it to meet market conditions while not breaking it, is a severe challenge in the best of times; I don't envy them the task in a bad economy after many years of threshing about trying to accomplish it even without the current stressors. For the sake of old times and friends, I really want them to succeed, but...