OpenText reviews

Imagine working at a company that regularly buys other companies, which those acquisitions are ALWAYS followed by layoffs. I can’t tell you how many bullets I dodged while seeing our original team diminish to a handful. Then one day I got a phone call from HR. My reward for 17+ years? Layoff. Thanks.

House of cards that has to keep acquiring new companies to make the financial statements look decent; otherwise, sales figures won’t meet expectations. Stock price is the only thing that matters. Many policies set at the top prevent organic growth. The accounting department is completely incompetent because transaction processers are purely administrative types with no accounting background or experience, are paid insultingly low wages, deflecting responsibility is either advocated or tolerated, and there is no personal accountability for issue resolution. Major reorganizations every year have the company perpetually chasing its tail. Maybe some parts of the company need to be agile; but, other parts should not be expected to change direction at a moment’s notice. Every time G&A functions change direction, they lose momentum. Every time there’s a reduction in force or someone leaves and isn’t replaced, that workload gets distributed across the remaining employees in the department, which is unsustainable. Burnouts are rampant. Good people are leaving because they don’t feel like they’ve been given the tools to succeed nor the authority to make impactful decisions without endless bureaucracy. Mid and some senior managers either fail to determine or communicate an end-goal or future state. Those communicated by the ELT are too high-level to translate into personal action. Managers have so much put on them that they don’t have capacity to develop and coach employees. Responsibility for making Open Text a great place to work is placed squarely on the shoulders of managers without changing anything else. New demands are made without any investment. Promises of incentive compensation plans for everyone haven’t materialized. Hiring internal candidates is a cost savings mechanism. The company refuses to pay internal candidates what an external candidate would be offered. Micromanagement and scrutiny are normal. Top management demands detailed reporting. There’s no consideration for the manual nature of reporting given the lack of tools. Constant reviews and emergency requests for information waste everyone’s time and impede performance.