Favoritism and “inner circle” dynamics drive decisions
Concentrated influence at the top with little accountability
Lack of transparency—key decisions made behind closed doors
Leadership disconnected from reality of the work
Nepotism by the CEO allows horrible behaviors to go unchecked
Culture of fear—employees hesitate to speak up
Blame culture instead of fixing broken processes
Work-life boundaries routinely ignored
HR channels not trusted by employees
High turnover and declining morale
Review:
The increase in negative reviews isn’t random—it reflects what many employees experience but don’t feel safe raising internally.
The implementations organization is deeply fractured and, at times, chaotic. Communication is inconsistent, priorities shift without explanation, and decisions that directly impact teams are made without transparency. Entire groups are pulled into meetings or initiatives with no context shared more broadly, reinforcing the sense that everything operates behind closed doors.
There is a clear “in-group vs. everyone else” dynamic. Opportunities, visibility, and even day-to-day treatment often depend on where you stand within that circle. This isn’t subtle, and it has created a culture where trust is low and morale continues to erode.
A major driver of this environment is the concentration of influence among a very small group of individuals at the top of the organization, where lines between formal authority and informal control are often unclear. Decisions and direction frequently appear to originate from this group, with limited transparency or accountability, which creates confusion and instability across teams.
Leadership at higher levels appears disconnected from how the work actually gets done. This results in constant interruptions, unnecessary escalations, and pressure being pushed down to teams without ownership at the top. When things go wrong—as they often do in this environment—the response is to look for someone to blame rather than address underlying issues.
There is also a strong perception among employees that raising concerns internally is risky. HR and feedback channels are viewed as performative, and many believe that speaking up can negatively impact their standing. As a result, feedback is increasingly surfacing publicly instead.
At this point, the company’s external reputation is starting to reflect what employees have been experiencing internally for some time.
This week a group of people were brought together in a "secret" meeting which has a lot of us feeling excluded and ignored.
I am actively looking to leave.
