Pros
Great solutions Some great people left Clients get good value CEO understands technology And what it can do
Cons
Pretty weak executive leadership especially evident to older Qlikies Significant weakness in leadership at executive levels across the company in All Functions across all major geographies Leading to poor direction , weak strategy and execution of strategy - “walk the talk” is missing Sadly seems like a case globally EMEA is probably best guide given the leadership there is from the older Qlik cohort which Tends to be very familiar with the Qlik business and engaged with business , clients and partners and field teams sub-optimal business processes, systems and no efforts to improve any area -everyone just learns to accept and live under appalling mediocre circumstances No surprises then that the results are below mediocre too ! Everyone covering their backs mostly and sadly this means problems just breed internally and become barriers to doing more business Lately bringing in ex colleagues and trusted people seems to be the hiring strategy : that too firing existing good ones so they all align to new leaders - sadly yes political alignment is more important for these leaders to feel secure and in control - much much more than performance ) these new entrants in senior positions and loads of money and stocks unfortunately have no clue about Qlik’s business at all! Probably because key leadership roles hardly understand Qlik, Qlik’s larger areas of strengths, solution selling and large enterprise scale selling, the strategy seems to be Limited - just pushing weekly closures , yet want sizeable deals instantly ! And they bring hardly any if at all. personal or professional relationships with clients, System integrators or anyone connected to what Qlik does. So there is little knowledge and depth at very senior levels running the major markets and geographies A lot more internal meetings, check boxes, discussions on the surface level with NO depth, as several in key roles are mostly busy managing upwards as if they have everything in control and of course WHEN is the deal closing ? how much is the deal? What can you do to bring this in this week? No care and no time for real problems on the ground or growing the business or building new partnerships and new markets No strategy for anything - not even ideas to create huge deals , structure deals or accelerate deals comes from very senior levels at each geography - unfortunate ! Deal reviews are almost always about the same questions and interrogation with little value added by senior leadership team members The teams fortunately have some good managers and leaders mostly the older cohorts in this area and Qlik and managers who roll their sleeves up and do get into the business but not too many of them left and soon this shall get less and less for sure as they don’t get adequate support from people above them Many Senior executives behave like investigators and policeman at best because they know little about the way Qlik has to sell ! they bring no other value - just ticking boxes leading to false sense of “ everything is ok” when like a duck frantically waddling under the water! Senior leaders have to make a real effort to understand our business, bring their external professional relationships to sales , and be much more customer and partner facing Today Qlik leaders seem to prefer very junior teams putting alot of pressure on frontline leaders and managers Qlik is a data company but don’t be shocked by how data unfriendly the company is Qlik needs to be much more transparent to the teams globally Executives have to be truly interested , engaged and want to fix things. There is Way too much superficiality and transactional behaviors compared to the Swedish company this once was and prospered as Marketing -WHERE are you guys?
