Leadership has become the company’s biggest problem.
The executive team talks constantly about strategy, alignment, culture, transformation, urgency, innovation, but the actual operating environment underneath is chaotic and increasingly dysfunctional. Priorities change constantly. Reorgs happen over and over. Entire teams spend months chasing initiatives that quietly disappear once leadership loses interest or changes direction again.
There is very little accountability upward. Bad decisions are rarely acknowledged. Instead, new messaging appears, another reorg happens, or employees are told to “move faster” to compensate for confusion created at the top.
The company has developed a culture of corporate performance art. There is far more focus on executive optics, narratives, presentations, and sounding strategic than on building a stable, coherent organization that can execute consistently.
One of the most frustrating parts is how disconnected leadership often seems from operational reality. People making major decisions frequently do not appear to understand how teams actually function, what customers experience, or what work is realistically achievable. Employees are expected to absorb the consequences while continuing to act enthusiastic about the latest direction change.
Morale has declined significantly because people are exhausted from constantly adapting to leadership instability while pretending everything is fine. There are still excellent people here, but many of them are leaving, burned out, or openly disengaged.
The company absolutely still has potential. The problem is that leadership currently feels much more focused on managing perception than fixing underlying issues.
