Since the new CEO stepped in, the strategic direction has shifted, creating uncertainty across the organization. The rationale behind major decisions has often not been clearly communicated, making it difficult for leaders at all levels to plan effectively. Many employees now expect additional restructuring or layoffs, which has had a noticeable impact on engagement and retention.
Leadership communications—particularly town halls—tend to be highly scripted and controlled. When substantive questions are raised, the response is often to defer discussion to individual supervisors rather than to offer direct, transparent guidance. This approach has contributed to the perception that leadership is not listening, eroding trust.
Career progression is inconsistently managed and often influenced by internal relationships and legacy networks more than performance or capability. Leadership rotations place directors into organizations where they may lack relevant subject-matter experience, which can lead to stalled execution, shifting priorities, and operational inefficiencies. These rotations appear to be driven more by internal optics/nepotism than by organizational effectiveness.
The return-to-office mandate has reduced flexibility without producing measurable improvement in collaboration or outcomes. Combined with recent reductions in bonus pay, the overall employee value proposition has weakened, especially in a region with a high cost of living. The organization is seeing increased turnover among high-performing early- and mid-career professionals.
