GIC Software Developer reviews

Frequent organisation changes that might not make sense

The following review focuses on the technology group. Management appears to be playing an elaborate charade, projecting an illusion of continued tech hiring that doesn't align with reality. Last year, the organization initiated a product management transformation. While this might suggest GIC is becoming progressive, management was primarily fixated on the product/engineering split—specifically, consolidating all engineers into distinct groups. This was implemented hastily, even before the roles and responsibilities stemming from this product management pivot were clearly defined. Why the haste? A further perplexing decision was to recruit external engineering leads to head some of these new engineering groups, rather than promoting from within. Moreover, these newly hired engineering leads seem to lack true empowerment; they are merely SVPs receiving instructions from product MDs. Compounding this, they seem to function as mere NPCs, executing directives from above and making minimal meaningful contributions befitting an engineering lead. This raises the question: why were they hired at all? Along with THE major management change that happened only very recently, these bits and oddities finally provide greater clarity into management's plans for tech.