All operational departments are wildly inefficient, and upper management (VP/c-suite level) refuse to make any changes. Departments don’t communicate with one another and instead are actively incentivized to work against each other, leading to high internal friction and an inconsistent or terrible customer experience. Ego seems to get in the way of hearing any suggestions for improvement, and the company seems to always be scrambling to react to “unforeseen” issues (mostly that absolutely could have been foreseen and managed). There’s no cohesive decision making structure or lines of communication, there’s no internal communication or change management in place for addressing any hurdles or challenges that do come up, and most often people seem to feel completely siloed and in the dark. It’s often unclear who is even responsible for various project deliverables because of high employee turnover (not sure who is still even working for the company) and zero mechanisms for transparency or visibility into responsibilities, reporting structures, or accountability. Mid level managers are not equipped or trained to do their jobs, and seem to be selected out of necessity of high employee turnover rather than cultivated and mentored in growth. There’s no structure in place for professional development or feedback, and little ability for skill development or growth. The nearly incomprehensible disorganization has led to a culture where emails go ignored and unanswered more often than not (which is especially problematic when that’s your primary project/task management tool), where it’s not always clear who your direct supervisor is, and goals are muddled, unrealistic, or simply don’t exist. This seems to be a mature, large, should-be-stable company that insists on operating as if it’s still a scrappy startup in a garage somewhere, and the 2000+ employees bear the brunt of the chaos.
