Origami Risk reviews about "benefit"

Executive leadership changes frequently, and company goals and priorities often shift with minimal consideration for the impact on other areas of the business. Decision making still reflects a small-company mindset, often focusing on short-term solutions without fully weighing the broader costs or long-term effects.

Management Unclear definition of responsibility

Micromanagement is a huge problem. In my 15 year career I've never experienced such overbearing and excessive meddling in personal and professional day to day operations. They monitor your slack status and ping you if they see you're offline. I have to have a reasonable excuse to leave my desk for 20 minutes. They want you chained to your work and scold you if you have any semblance of a personal life. Management only cares about their performance - they want nothing to do with your success and do not care on a personal level. I've never experienced such an accusatory culture without any self awareness for how a manager conducts themselves. If you escalate issues to a director, they turn around and report you to the manager who makes your day to day even worse.

Lack of communication with changes, and there are changes that happen at least once a month. Quota is nearly impossible to hit, people are struggling to even hit 50% in some markets. You will only be successful if you are placed in the RMIS market.

- When I started, leadership was more engaged in BDR training sessions, workshops, and other team building activities. We had some management changes and though the company has good intentions with growth, the work environment doesn't seem as personable, tight-knit and welcoming anymore. - In addition to the above point, workshops, enablement, etc with the whole BDR team has dwindled to almost nonexistent, and when we do have one it's very sudden and disorganzied. - You have unlimited PTO, but not quota relief. So it's really hard to take any PTO if you find yourself in a slow quarter. - There's not a great promotion path or many areas of growth from a BDR into non-traditional next roles (ex: If you don't want to go from BDR to an AE, not much help for your career here). - Lots of unspoken corporate culture politics that can affect your growth and performance. - Management tiptoes around important topics like commission/pay, coaching plans, PIP. Minimal transparency & resources in these areas. - Too many internal meetings that "could have been an email". - Low quality leads from marketing - Focus on quantity over quality when it comes to metrics - Work/Life balance- any successful BDRs at Origami are prospecting outside of work hours, because if you don't you won't do well.

-Many team members seem burned out and less motivated. -Canceling the annual company conference hurt morale and made leadership feel less engaged. -Turnover has been high in recent months. -Leadership changes haven’t improved things. -Several new director-level roles were added, but regular employees see very few promotions or meaningful raises.

micro-managed a lot of the time

Focused on hiring bodies instead of holding out for experienced candidates. Not a lot of career growth opportunities.

I have never worked for a company where more people seemed ready to cry at any given moment. Colleagues are constantly commenting on the unattainable volume of work that they are expected to complete. Everyone seems burned out - the sense of ownership and accountability that I once felt seems to be all but lost. Upper management announces organizational changes, etc but then fails to act on those or communicate what will be happening, leaving everyone with a sense of uncertainty. Origami 'strategically' acquired another company but then did nothing with them and iced many of those new colleagues out of the day to day - seems like some bad decisions were made. Feedback from colleagues is that people they have referred for roles have been completely ghosted - what is really going on here??