The issues arise often at the more granular level. The loss of Steve Wynn is still felt in a general lack of overall grand vision and strategy for the company. Wynn 2.0 is arguably a better company, but tends to play it safer and is less likely to be the next great innovator, though that shouldn't be interpreted to mean that the quality is in danger. Some of it is just the difficult circumstances the company has been through and resetting it's image. Some of it is the void left in vision when Steve left the company. While the Wynn approach needed to be shaken up and was starting to become stale even during Steve's last days, it feels somewhat rudderless now (mind you ruddlerless Wynn is still miles better than any of its competitors). The company culture leans conservative, not necessarily politically, but it has a buttoned up, sometimes stuffy air. Pre-COVID departments ranged from really well run to somewhat messy. There are still a lot of legacy practices and approaches in place. A general attitude about how things should be done, that is both mature a good in principal but rigid and dogmatic at the same time. The company has a notoriously tough reputation with outside consultants dating back decades. Partly because of the heavy-handed, "do what I tell you to," manner of Steve Wynn that still persists slightly, and the fact that when the company does seek outside help they do it before they know what they want the consultants to do which creates all kinds of problems. Pre-2018 you could almost describe the company as insitutionally arrogant, which is not uncommon for companies so clearly at the top of the game. Sometimes you get the sense from day oners and long time employees (the few that are left nowadays) that the company's best and most exciting days are in the past.
