-no raises
-high turnover
-insufficient training
-lack of transparency and engagement from senior leadership
-ineffective operational structures due to fragmented communication and poor transition of key local roles to overseas teams
-no professional growth structure
-uncertain direction of company overall
The business strategy of Congruex is to acquire relatively successful Telecommunication, Engineering, and Construction companies that historically achieved success through leadership that was highly knowledgeable and involved in their respective industries. Unfortunately, the business strategy does not appear to include making sure that these companies continue to be successful. Instead, over the last 3-4 years, Congruex has replaced these knowledgable leaders with executives that do not have an understanding of the industries that they oversee. Middle managers that were previously trusted to make crucial business decisions are now shackled by bureaucracy, having to wait several days or weeks for executive approvals of time-sensitive matters. Workdays that used to be comprised of work to deliver ACTUAL results have been clogged up with mindless KPI calls where senior leadership demands that managers be "accountable" for poor metrics without giving them the authority and resources needed to improve. Towards the end of my employment, it seemed like the only time our manager spoke to our team was to pass along some new decision or expectation from senior leadership. Corporate communications tend to filter down through one or two levels of leadership, making it more difficult for employee feedback to be raised back up to the top. I suspect this is by design.
Key local departments and roles have been outsourced to non-local teams, and the transition was not managed effectively. The quality of major project deliverables are suffering since long-time industry employees are leaving or being laid off in favor of offshore engineers. Brain drain is a major problem and the reputation of the company is suffering.
The company culture has shriveled into one where employees are hesitant to speak up, saddled with the work of their peers who have resigned, and are in constant fear of being laid off. Congruex is a reactive company instead of a proactive company. Instead of taking immediate action when their boat is sinking, they would rather push people out of the boat while they think of the ~most efficient ~ course of action.
