1. Extremely poor management in department.
2. The utter inability of key stakeholders to complete the process of determining and implementing necessary (and needed) policies and procedures post acquisition.
3. Zebra’s knee jerk reaction to MSI policies and procedures, leaving the organization with no policies and procedures.
4. Department management not taking responsibility for their own shortcomings and shifting the perception of poor response and execution, to the rest of the group, making us all look bad.
5. Extremely poor communication within the department as evidenced by overlaps in projects that people either did not know about or care about.
6. Lack of interest and urgency regarding the above.
7. Lack of structure and homogeneity within the organization. For example, every person has been communicating different processes, requirements, etc to our stakeholders given the policy/process/procedure void.
8. Lack of structure and consistency within the performance reviews process. Department managers conducted reviews in starkly different ways. One conducted a 360 review without telling people that that is what he was doing. Other managers in the department did nothing structured.
9. Manager's approach to the 360 review was to seek only negative feedback. Or to put it more politically correctly, "areas of improvement".
10. Extremely poor communication and collaboration between departments.
11. Lack of management support with key stakeholders on key projects.
12. Being treated disrespectfully. Seeing others being treated disrespectfully.
13. Being told by management to make false promises to accomplish an objective.
14. Poor hires that further exacerbated the level of frustration of stakeholders about working with the department.
15. Zebra’s overall glacial pace of change.
At every level, Zebra’s core values of integrity, ethics, trust and collaboration have been violated by the managers in this department. It has been a disappointing and demoralizing experience.
