No top down leadership or departmental managerial direction, (beyond "you better meet the deadline"). The only driving force is to keep the investor owners appeased with results based expectations that are not based on current or past sales trends or costs. "Oh wait, we need to add this, this month, I didn't considered it previously".
NO TRAINING, it is a throw you to wolves or sharks culture. Not that I am opposed to that, but when you are not given the tools to succeed, the wolves or sharks always eat you. When you succeed, it is never said "way to go", but rather, "you need to add XYZ & 123 to your list of things to do. If you fail, blame is placed squarely on you and there is never the question "what obstacles did you encounter? What tools do you need to succeed? How can we help?" Hence the BS degree in BS will serve you well.
There is more turnover than a dryer in a laundry mat. I have never worked anywhere where the average length of service of new hires was less than a year. That is a big red flag. The smart ones find new jobs and quit and the others are fired/downsized/laid-off/position eliminated/etc...
The status quo is OK! Not in my book, but when I did offer realistic process improvements, accountability suggestions, or anything else that would make it easier to reach individual, departmental, or company goals, it was either dismissed as "we will get to that when...." or outright ignored. When I did do things without discussing first and the fruits of that labor paid me in dividends in future months, I was chastised with I should have asked first, I should have discussed, I should have, should have..... You know when you actually improve a process, it takes time to get it done and right, but doing so means future time savings, but at Fusion, you can't change a key stroke without permission!
