Elsevier reviews

Not only does divisional strategy not align with what's happening in the respective markets, but senior management also continuously glosses over and cuts corners on implementation. This mentality has negatively impacted the implementation of key strategies and product/platform launches. The culture has evolved into that of a finger-pointing environment. Instead of colleagues supporting one another, the culture encourages employees to throw each other under the bus. So many changes are implemented just for the sake of change. There is a widespread mentality that things were done wrong in the past and need to be changed. While bringing in fresh thinking from other industries can be powerful, legacy employees can also have valuable input. There is an epidemic within the organization that the only good ideas come from new employees who came from other industries.

Much of Upper Management is out of touch with their employees, and customer markets. They want to apply business rules from their MBAs, without deep knowledge of variances need: i.e. access models, pricing, and contracts, to all of the global customer markets. In final few years, I saw incompetence and underperformance, as well as disrespect, tolerated. Customer experience and satisfaction are no longer high priority.