*based on my experience and observations - obviously points of view across an org can vary* Since the merger, the integration has been nothing short of a mess. And unnecessarily so. They seem to care more about hiring endless consultants to set a direction and help us execute, which clearly isn't working so far. These consultants do not bring anything revolutionary to the table. They aren't telling us anything we don't already know, and not seeing the payoff utilizing them. We are over 3 years into a merger and it's as if we have only taken a small step or two forward. Maybe if leadership trusted the ingenuity of their own people, we could cut through the BS and make logical decisions to build the ideal future state of UKG, set a strategy and plan based on a VISION for the future, versus taking "safe" steps, and in turn be in a much better place. We need some fearless leaders and some healthy disruption. You can feel the culture eroding gradually. The vibe the CEO gives off is way more 'profit, profit, profit' focused and former legacy CEOs were truly people focused and a bit more authentic. Feels like UKG is falling into a pit of mediocrity in some key ways. Product innovation seems lackluster at present. Implementations going awry. Processes far too complex when they do not need to be. Lack of a global footprint or a heavy focus on global. Great resume builder, but honestly, the leadership team needs to step it up or they will lose top talent, especially the newer talent who can see through it all and have plenty of choices.