Celanese espouses a culture of leadership, but practices a culture of management, mostly micromanagement. Decision making is delayed by a process whereby you must review your work with tons of different people. There is lots of talk about "strategy" but no long term strategic planning outside of executives and M&A. Ongoing work is frequently deprioritized by the "flavor of the week" topic. Employee retention has improved, however, we still lack the ability to consistently retain employees. Most valued roles in the company professionally are commercial in nature. The limited number of analyst roles seem to be reserved for MBA's from BYU. Career advancement by in large seems to be predicated on whether you're a Mormon...since the ex-CEO was, so too are much of the workforce.
