*Accounting operations are a disaster due to inter-company transactions and poor data quality controls, which results in massive amounts of rework.
*Senior Executive leadership within Aviation are still stuck in ways of Jeff Immelt, which creates a cultural conflict to what Culp is trying to achieve. Too many business decisions that sacrifice substantial long-term value for near-term reporting metrics.
*Improvements are being made, but still too reliant on an out-dated accounting models and processes. Too much focus on left-pocket/right-pocket transactions and not enough on generating real value.
*Collectively, middle management executives are too scared to report bad news and issues go unresolved for extended periods due to lack-of senior leadership support.
*The culture is extremely weird when it comes to communications. Speaking directly in a clear and honest way to convey information or what you think is interpreted as overly-aggressive. Just way too many sensitive natures combined with passive communications and thinking...which typically results in passive results.
*Too much focus on bureaucracy. Good luck getting a project or action completed in a timely manner.
*Terrible decision-making delegation. Shows a lack-of-trust.
*Nepotism is a problem and there is a clear "buddy" system in play which generates unfair advantages for some and back-doors others.
*Human Resources are non-existent. Literally the worst I have ever experienced. Performance review systems change annually and are complete garbage, as they offer no reliable and effective performance development or career mapping. This could lead to taking roles that your unsuitable for, or completely over-qualified for.
