1. The culture remains deeply entrenched in bureaucracy, largely due to decades of leadership inherited from national labs, a mismatch for a competitive government contractor.
2. Manager accountability is virtually non-existent. Managers are not evaluated by their staff, you can only review peers and subordinates, which allows ineffective leaders to "manage up" while neglecting their teams.
3. Efforts to improve the culture, such as the "Mission First" training, tend to focus on fixing the wrong layer, focusing on staff rather than addressing poor leadership.
4. Feedback channels like the annual survey rarely lead to meaningful change. Token gestures (pizza lunches, snacks) are offered instead of structural fixes.
5. Talented managers/leaders without political savvy or a habit of “managing up” are often overlooked or pushed out.
6. Staff who try to speak up or push for improvements are left vulnerable, which has eroded organization trust. Poor performing managers often escape accountability by switching roles, leaving chaos behind.
7. Personal example: I was directed to develop a division strategy, but instead of taking the opportunity to work together on a flight, my direct manager was more concerned with optics than engagement, choosing face time with senior leaders over collaborating on critical initiatives.
