- Contractual Asymmetry: The model for consultants feels highly asymmetrical. It requires full exclusivity and 40+ hours a week for executive-level output. However, there is very little reciprocity, given the short 10-day notice for contract termination, no benefits, and limited institutional protections.
- Challenging Leadership Styles: The management culture can feel regressive and tough to navigate. Communication from leadership often feels volatile or dismissive. In my experience, there is a lack of professional baseline standards in daily interactions, which creates a highly stressful environment.
- Cultural Inertia: There appears to be skepticism toward outside private-sector expertise. It is often treated as a threat to the status quo instead of a chance to modernize. The long-tenured culture can sometimes foster resistance to new, modern ways of working.
- Siloed Governance: Limited oversight allows different teams to operate as independent silos. Without centralized accountability, we face deep internal friction. This makes cross-regional collaboration between the U.S. and Geneva teams very difficult.
- Operational Inefficiencies: Internal politics often seem to override strategic merit. Resource allocation, high travel overhead, and layered approval structures can make operational management feel slow and outdated.
