Waters used to make superior products but ignored investing for the long run and market became competitive. It went into a period of underperformance followed by COVID and a market correction. Current management implemented turnaround initiatives. Reorgs, cost cutting and layoffs were frequent. Some hastily implemented initiatives added unnecessary stress and chaos. A "curved" performance management framework was implemented with little transparency on the process or guidance to help one succeed. Programs such as career development are non-existent.