Mergers are inherently difficult. Merging 4 companies at once and adding a 5th shortly thereafter is a death wish. There is still no unified technology platform in place almost 2 years into the venture. They are running on dated patchwork systems, with dated patchwork employees, that have dated and patchwork skills. There is no plan of attack from product development, sales, and operations standpoints. The only real plan is to shine up the flaming bag or book of business to a larger conglomerate.
The executive team has been on-board since almost the beginning has overseen the loss of millions in revenue yet is still at the helm with no new plans, products, or strategies. They walk around not looking into who the people in the company are and what their jobs and job functions do, they just look at each as a number with a $ in front of it. I would imagine that in a merger the employees that left or were let go would feel used until their knowledge was transferred, but they do not get to know anyone enough to even know what their job functions are. They walk around like their "you know what" doesn't stink and everyone is beneath them.
The legacy employees that remain are either too lazy or fearful to find something comparable or are waiting their day to get a package. Some have been boosted to higher positions that don't have the skillset to handle the positions, but are "Yes-Men" so management will keep them on until they too are burnt out. Many new "non-legacy" employees come and go quickly, as soon as they realize they are in a very toxic situation.
I could go on and on about everything but life on the outside of this place is too sweet to waste more time and energy.
