- Same old regime from IBM to try and "Lead". Most managers have been IBM blue blood lifers (20+ years) with no real outside industry experience. Moving from IBM to becoming a service provider whose core competency is logistics is an entirely new ballgame.
- Being lead and managed by people who aren't true supply chain people coupled with trying to forge a new business/corporate identity in a new geography = recipe for disaster.
- Management too busy looking after themselves and catering to French HQ bosses
- French bosses have little to no idea what actually happens asides from whatever management is telling them (see above point)
- Disengaged employees as leaders talk from both sides of their mouths
- Can't transition or forge an identity (AKA cutting the IBM umbilical cord) when after 4 years the "new" Geodis employees still use their old IBM email addresses
- No support from Management and career advancement is next to zero
- Employees back stab one another in order to climb this mythical ladder that "leaders" purposefully try and misrepresent. It just isn't there.
- Cost constraints abound as 4PL scrambles to make any money. Only so long a business can survive with only one client.
- No true identity...what is the culture at Geodis Supply Chain Optimisation or coporate values?
