GIC reviews

Confusing situation and bad comp looming We had two townhall b2b all addressing GD which seems targeted at ICR? Mgmt needs to deal with them so we can focus on real problems? Potential applicants shouldn’t think all tech is problematic - also the ICR reviews looks like witch-hunt so maybe ask around. Our infra needs help - we cannot move quick enough because it’s so slow and people don’t know what they are doing. We have so many incidents from poor infra. Our projects cannot move fast enough also because of infra. New leads prob getting slammed for trying to fix it but progress is slow and leadership didn’t address when we can finally hire and fix the root problems. We are getting a new data leader which is good. It’s confusing what we are doing in this space and we need help. But confusion confusion confusion! Questions raised aren’t being answered properly. Leadership think we are unhappy with changes because of a few entitled tech infra people, we actually want to have fair time to respond on the change. New DTG says he will communicate more - but he needs to give us more time to react. TG townhall pigeonhole questions should be answered to help with confusion. We need time to focus too. BMs need to do better - there’s been promotions but no better outcomes. Change Management lead needs to be fair and do better - she’s only focussed on 1 program and isn’t helping with the other process changes. Program management has broken down. So many internal project managers who are senior but nothing is managed properly so we are all left to deal with rapid fire process changes that are confusing.

Disclaimer: The following points represent the personal opinions, subjective observations, and collective perceptions of myself and several colleagues; they are not intended as statements of absolute fact. Under MD H. Verma, the IT Operations and IT Service Management department has traded meritocracy for a "loyalty-first" regime. There is a systematic disregard for tenured staff, those possessing critical institutional knowledge, in favor of an "inner circle" of external hires from the MD’s past career stops. Whether high turnover is a deliberate KPI or a management failure, the result is a dangerous drain of institutional memory. This "purge" has left the Infrastructure squad fragmented and exposed to operational risks that new, disconnected leadership is unequipped to handle.