- micromanagement of in-office metrics: your days in office metric is the first thing on your employee hub with an insane focus on always hitting 2 days/week to the point where even though 2 days/week is not bad, it feels like a chore. This is resulting in counterproductive employee behavior and real anecdotes I’ve heard include employees attending an offsite starting their day by all driving to the office first to get a badge count then immediately leaving for the offsite, employees sharing badges in a rotation where one person is badging multiple at a time, employees who live nearby stopping by to get a coffee and a badge and then leaving, etc. The goal touted for this increased scrutiny is to bring teams together and enable collaboration which sounds nice in theory except for the fact that there is no consistency in where teams are collocated. For a team that is collocated, it will become abundantly clear to that team’s manager when someone is not around because they are all in the same place - you don’t need the insane focus on metrics if the true goal is increased collaboration. No more flexibility to stay home if you for example have a family member sick and don’t want to get others sick - you have to make those days up same week or take a sick day.
- Intuit is pushing a new internal decision making model that significantly reduces information sharing across organizations. This is a terrible decision for a company already known for silos because now you have leaders in silos who feel even more empowered to make decisions without informing anyone. Impacts of this are already being felt where massive decisions will be made and communicated last minute requiring rework in solutions that were already being built using prior assumptions.
- everyone is too comfortable with the status quo: there are still too many Intuit lifers in leadership positions even after the layoffs who don’t seem engaged or to care about the employees they lead and don’t drive impactful changes
