The product: Lacks an articulate and cohesive product vision. Themes and strategies change abruptly and constantly so you end up with half baked features everywhere. There’s a consistent cadence of whiplash every quarter that everyone has come to expect. PMs, designers and researchers will spend weeks doing work to decide the best set of features for highest customer value only for it to be completely deprioritized in the days before quarter end.
Culture: No autonomy; well researched ideas can be dismissed with no counter-evidence. Decisions are made from the top-down. There has also been a history of meetings where work is presented to executive leadership and PMs/designers are publicly and abrasively questioned and at times, humiliated.
Leadership: Does not communicate the vision or strategy well. When well researched work is communicated, it gets shot down in public settings without any compelling evidence as to why. In short, it’s disrespectful.
Process: Process is important, but there is so much documenting of the same information in multiple formats and presenting that same information numerous times. The process gets in the way of doing the actual work
Ultimately, while Product at Pendo moves quickly, not all of it is productive. Most of the time, the movement you feel is actually running through a viscous cycle of feeling hopeful that you can make an impact and then falling flat because the organization makes it impossible for you to actually execute. The way this place has been run is borderline toxic. From what I’ve seen, intelligent, driven people who join Pendo product/design/research leave here dejected and emotionally exhausted.