Beyond, Inc. reviews

* Not thorough: Many projects are only partially completed giving quick, short-term benefit - but will require additional time and expense to fix patches and untangle errant solutions to achieve long-term results. * Incompetence: Too many "Yes Men & Women" at the top (SVP's/VP's) always agreeing with Patrick (which works most of the time) - but most don't have the knowledge or experience in their fields to truly bring the company to the next level. * Very Political: SVP's/VP's often won't listen to ideas that aren't their own and will quickly take credit for successes where credit isn't due. * Strong Egos: Strong egos in upper management prohibit growth, improvement, and innovation. Threats, intimidation, and ego are present in almost every meeting attended by an SVP/VP. * Turnover/Loss of Talent: Many key contributors have either left because of lack of advancement opportunities, poor compensation, or complete dissatisfaction with upper management or have been told to leave when upper management feels threatened.

Employees with key responsibilities that affect company performance are rarely measured on their actual contribution to the bottom line. The matrix organization allows for multiple hands in each cookie jar, but not every hand is accountable for the best outcome, which makes decision making and execution difficult. Certain processes such as pricing and compensation have a bias towards mediocrity. Outperformers are not appropriately rewarded and sometimes discouraged to meet the norm. Employees tasked with administrative responsibilities are often unmotivated.