Recent cultural and policy changes have made the organisation feel increasingly disconnected from the needs of its workforce. The move toward a five-day office return, with no meaningful flexibility, feels out of touch with modern ways of working and with the reality of employees’ personal circumstances, productivity patterns and wellbeing.
Career progression can feel heavily influenced by politics and visibility rather than consistently based on skills, knowledge, experience or delivery. Some departments are healthier than others, but in certain areas there appears to be a pattern of poor leadership behaviours, including micromanagement and senior leaders taking credit for work delivered by their teams.
The tone of leadership communication has also shifted. The company culture feels more financially aggressive and less people-centred than it used to. Internal language increasingly reflects pressure, control and performance optics rather than trust, empowerment and long-term capability building.
There is also a strong reactive culture. Many decisions feel rushed or imposed rather than carefully planned, communicated and implemented. Instead of addressing root causes, the organisation often seems to respond to symptoms once people are already stretched.
