New Relic reviews

1. Micromanagement from the very top down, which stifles growth and diversity. If you are a talented person, you will hate it here as you will be told what to do and what you are told to do, often goes against good industry practices. You will hate it at first, then start to lose self respect as you have to conform. However, if you want an easy life, good benefits, just say yes to leadership and you will do well here. 2. Lack of excellence and process in many departments - things are disorganized, changing quickly and on a whim of an SVP or a GVP and leadership changes quickly. With each change, layoffs and restructures are common, so it is hard to progress in career. 3. Just like everything else, firings and promotions are done quickly, without much consideration and without due process. If a manager doesn't like you or a new leadership figure doesn't think you are good enough in a role, you will be replaced overnight. There are some talented people stuck in lower positions, while others, who don't contribute anything of value, get promoted. Delivering excellence is often not appreciated, let alone rewarded. As a result, there is a lot of turnover. With that, knowledge of the product is also lost. Management will blame that on people and not bad management. 4. Leadership lacks vision and follows old and stale practices - such as shipping substandard changes to product, without considering input from customers and then changing things again when big customers complain. Speed over quality every time. 5. Obsessed with competitors instead of coming up with long term strategies to understand the landscape and all the customer types, in order to be better than competitors.

Thank you new marketing leadership for modeling exactly what should be avoided. For turning what used to be good times as a team to a miserable time in the office. For ripping out the essence of New Relic's data nerd and turning it into...baseball. For proposing far-fetched goals when strategies are never coherent. For hardly being present and therefore never truly connecting with the department. For going over pointless survey results and hardly being accountable. For making us fill out team VGMOM's but denying all career development opportunities I had. For putting heavy investments in a major sports partnership and globally expanding the user conference but having little regard for team advocacy. And lastly, for defining what insincere leadership looks like. Consider this a workplace survey response.