GPS – North America leadership is highly disconnected from reality. Work gets assigned without proper understanding, ownership is unclear, and employees are questioned for issues completely outside their responsibility. This creates confusion, blame culture, and constant waste of time.
Leadership continues to present the product as stable while teams regularly struggle with recurring issues, rushed changes, and operational instability. Ground-level problems are ignored instead of being acknowledged and fixed.
Work-life balance is extremely poor. Long working hours, weekend work, and constant pressure have become normalized. Employees are indirectly made to feel that refusing unhealthy workloads could impact their position, especially during layoffs and restructuring periods.
Layoffs happen frequently, creating fear and insecurity across teams. At the same time, salary hikes and growth opportunities keep getting delayed repeatedly for long-term employees while the company focuses heavily on expansion and optics.
Benefits provided to employees often feel disconnected from actual employee needs. Repeated feedback is ignored, and decisions appear to be driven more by cost-saving or tax advantages than employee welfare.
There is also a serious disconnect when it comes to understanding automation and technical realities. Leadership frequently pushes unrealistic expectations without understanding practical limitations faced by engineering and operations teams. Real execution challenges are ignored while theoretical ideas are promoted as easy solutions.
Another major concern is leadership culture. Instead of solving problems, many leaders appear more focused on protecting their own positions and managing perceptions upward. Employees are left carrying the pressure, workload, and consequences of poor planning and weak decision-making.
Hardworking employees often feel undervalued, while favoritism and internal politics seem to influence visibility and decision-making during layoffs and performance discussions.
