Astra International reviews

1. Honorable core values, but terrible cultures: having fear to report a failure, having fear of change, being risk avoidance, having tendencies to always put itself as a follower in the market, and lastly turning defensive and self-denial if confronted with something bad within the organization that needs to be improved. This self-denial often relates to the fact that sometimes the very top management is not quite informed regarding any irregularities happen on the operation level, as it is usually got censored by the middle management and the secretarial level. Most of the time, top management only get the information regarding KPI's achievement (80% of which consisted of revenue and profit) 2. Majority of leaders in the organization put themselves only as employees, therefore they are not well equipped with the guts to take decision especially when it is related to deciding on crucial changes, even when it is needed 3. So many loads of concepts and guidance, but in reality they only implement the things that are related to external audit. At many times, you can find that they make lots of guidance and trainings about a certain concept, they even promote this concept to be done across all 200+ business units, they even hold several assessments and internal audits across their business units regarding these concepts. However, when you check, they do no implement or not all of the employee in the head office even know about these concepts. 4. Information mismanagement. So many data and information are managed manually, scattered, unorganized, and sometimes with many redundancy and different version. You will almost definitely find it so hard to get a necessary information to do your job, simply because of overly bureaucratic and complex approval mechanism. Each department will tend to keep everything closed under the term "confidentiality", and when you still need the information, you will have to go through several approval and meeting process just to get through the consideration. An easy example, you can check that even in here, the information of the company's CEO is not yet updated even after the CEO is already replaced by a new person for months. 5. Unclear business model and business process. This condition leads to silo organization with too much internal politics. This unclearness makes the organization structure seems as if it was created only based on political point of view but without a clear flow process and connection between department or function. 6. Overly uneven workload between departments. To put things in perspective, you will find some department spend 12+ hours/day (without overtime pay) for meetings for months, while at the same time there is a department that spend strictly 8 hours/day and even some member who can pursue higher education level or build personal business outside of work. This huge disparity could often get worse because there is some complacency in some department or function. 7. Very low monthly income compared to the workload, especially when you work in those overload departments (due to the uneven workload on the previous point). In the end, people will rely too much on the annual bonus, which is not fixed and totally depends on the company's achievement, and it makes you quite hard to forecast your annual income. What's even funnier is that you cannot get the definitive explanation beyond the nominal of your bonus, as every step of the whole performance appraisal is done behind closed door. Therefore, this condition often times nurture a bad culture of complacency, which tends to promote people to play safe, follow the surroundings, and avoid risk 8. Absurd strategy and decision making. Most of the time, the strategy formulation is done behind closed door, resulting an absurd strategies with unclear definition. And when it is cascaded below, the top management often times only comes up with jargons but without any clear vision of what they want to achieve.