Lots of changes- not for the better - Associate Director Genentech Employee Review

3.0
Mar 17, 2010
Recommend
CEO approval
Business Outlook

Pros

This place still has some of the smartest people in the industry. My legacy Genentech teams are data driven and goal oriented with good camaraderie. There remains a strong sense of purpose, placing the good of the patient above all else. I am well compensated (for now) and the campus is beautiful.

Cons

Since we integrated with Roche, there has been a dramatic shift in overall culture to a one that is market and revenue driven. This has created significant disagreements within the new “integrated” teams that have both legacy Roche and Genentech members. Roche management style is vastly different from Genentech’s. Feedback is almost nil and there is little to no mentorship. Our department head is more concerned with amassing power than with improving either the department or the work life of the employees in it. It is completely demotivating. This trickles down so that many employees are more interested in high profile committee work than their actual work, placing an undue burden on those that still want to do a good job. The protection of European employees is at the cost of the US employees who have no such protections. Some departments seem to have fared better than others but ours is completely changed.

Explore other reviews about Genentech

5.0
Jul 8, 2026
Recommend
CEO approval
Business Outlook

Pros

Great culture and work environment.

Cons

PhD is necessary oftentimes for advancement.

3.0
May 7, 2026
Recommend
CEO approval
Business Outlook

Pros

Genentech's origin story and mission are genuinely inspiring — few companies can point to such a meaningful historical arc in medicine. Patient engagement is taken seriously and feels authentic, not performative. The campus is beautiful and the culture has real warmth.

Cons

DDA is operating with significant gaps. First, the foundational data infrastructure is not mature enough to support the ambitions being set for the team. Second, the measurement culture has gotten ahead of the methodology, and no one in a position of authority seems to be asking hard questions about whether the numbers actually mean what they're being presented as meaning. Third, some management feel disconnected from the work itself, lacking the knowledge, hands-on experience, or relevant credentials. Individually any one of these would be manageable. Together these create an environment where it's hard to do rigorous work, rather work is performative, and be recognized for it.

3
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