Salesforce reviews

• at certain levels product design is often featured as more of a service function and less of a strategic partner, though this is only within certain organizations • product and product designer collaboration very significantly by team. Some are open partners other exclude design from strategy conversations and delay decisions and offer no ownership clarity • cross-team dysfunction is not uncommon, which includes misalign product strategies and conflicting goals in groups like those in charge of the various marketing product portfolios • there is poor operational discipline within certain product design teams, such as lacking definitions from leadership on what should be tracked, and a lot is left up to teams to try to manage or shifted on a single individuals who have to take the brunt of the work of operationalizing the team, in addition to their actual delivery work so that their leaders don’t have to (and are not willing to guide or support, just criticize) • management inconsistency, especially where feedback often goes unacknowledged or doesn’t align with actions taken around an employee. For example, certain employees who are known to be toxic, are elevated while other employees who are known to be team players, but push back on internal politics, are often pushed to the side. Both of which don’t match any of the conversations taking place with said individuals and leadership within product design. Great insight survey results also don’t seem to be used in looking at poor performing leaders who score low repeatedly

- Performative collaboration lacking genuine teamwork - Micromanagement and lack of trust in employees - Exclusive culture with absent or ineffective leadership