The below points are for corporate services.
C-suite and MDs unwilling or unable to address ground concerns on how many major organization changes (people, policy, finance, tech) are hastily/ poorly executed despite the good intents behind those initiatives.
Grownswell of discontent and frustration is left unmanaged/ unacknowledged. A facade of normalcy reigns during the multiple opportunities to do so.
Despite many visible senior hires over the past year (including a C suite), tech strategy and roadmap has yet to be communicated and shared. The last roadmap was three/ four years ago during a major digital push, and appears to have lost much of its steam.
A lot of projects have artificially inflated business value and are positioned as “strategic”, despite a recent push towards cost rigour. No central project planning processes at the enterprise level, which leaves senior managers a lot of creativity in justifying projects and in turn, their continued existence. Often, dissenting opinions are shutdown even before being surfaced to decision makers.
For majority of the tech developers starting out in their careers, expect limited technical growth due to lean staff strength and lack of technical coaching. The firm has yet to take a firm stance on insourcing/ outsourcing developers. Teams largely work in silos, so there is not a lot of opportunity to cross cultivate and learn tech skills.
