Mandating employees to return to the office will not solve the challenges faced by the global economy, nor will it address the issues stemming from senior leadership's inadequate decision-making, at times. Double-digit attempts of the same project is not a sign of sound decision making, no matter the sycophant running it. The data organization has been slow to evolve, reminiscent of the 2008 era. It has primarily fostered nepotism and complacency, with a significant dearth of experience, teamwork, and effective leadership. Individuals in the data org who position themselves as the ultimate authorities on all aspects of applications, and the senior leaders who endorse this notion, display a profound lack of understanding regarding the realm of software engineering. The data org's mere existence in its current form is determinantal to the company. Lastly, it is important to understand that starting from 2018, HR plays a significant role in running the company, but unfortunately, the outcomes have been unsatisfactory. Some HRBPs lack sufficient experience and readiness to effectively address the genuine challenges that emerge. Instead, they frequently form support cliques resembling those found in middle school, catering to individuals with weaker personalities and a tendency for passive-aggressiveness. This approach inadequately addresses the core concerns and burdens managers with unnecessary personnel-related tasks.. HR needs to be reminded that running a business is an operational endeavor, not a playground or a game.
