Daiichi Sankyo reviews

not so much room for growth

People manager roles are held by individuals without strong people-management skills, which limits collaboration and shared ownership across teams. Gaps in workflow design, resourcing, and process ownership regularly create avoidable issues, yet accountability is often placed on individual contributors rather than addressing root operational causes. Feedback tends to be reactive and corrective rather than constructive, with limited effort to improve underlying systems, foster collaboration, or provide meaningful coaching. This contributes to frustration, instability, burnout, and a culture of blame rather than continuous improvement. Company-wide work–life balance initiatives are further undermined at the line-manager level, reducing their effectiveness in practice.