Genentech reviews

Poor Management and too many veterans who are "protected"

Lack of Cohesive Leadership and Constant Whiplash: There is no consistent leadership vision, resulting in exhausting reorganizations every 18 months. Leadership tries too hard to "change things up," but without a stable foundation, it just creates confusion. Management relies on expensive external consultants to state the obvious, attempting to rebrand the organizational structure as "Agile." In reality, they are completely conflating technical project management frameworks with organizational design, which inevitably fails and triggers yet another re-org 18 months later. Toxic Consensus and Decision Paralysis: The company culture has shifted in a way that actively punishes decisive action. You are no longer allowed to simply say "no" to an unworkable idea. Instead, corporate "Leadership Guidance" dictates that everything must be routed through cross-functional pods where endless "hmmm, have you considered..." feedback loops are prioritized over execution. What should be a respectful, fruitful discussion resulting in immediate action instead devolves into months of circular meetings. Political Promotions: Career advancement is now entirely dictated by internal politics rather than merit or capability. Several people recently promoted into Senior Roles are simply not competent, and they certainly are not "agile." This feels like the last gasps of what used to be a genuinely wonderful and pioneering company. Executive leadership has excelled in leading-edge oncology—you know exactly how to secure fast-track FDA approval for an orphan drug by executing smart, rapid solutions for complex diseases. I strongly urge you to apply that same aggressive, fast-track mentality to the rare disease metastasizing within your own organization: self-protecting political cliques. We need leadership to diagnose this internal cultural issue and cure it with the same decisive action used to bring drugs to market