Used to be a great company, but since being acquired by McGraw Hill it's been slowing degenerating to another publicly traded sweat shop primarily interested in bottom line. Nothing wrong with making money and profits, but when it obscures all the real issues that need to be dealt with in order to BE a better company with better products and to BECOME more profitable, then that's a problem. Short term mentality is one way, though limited, to think about it.
Related to this, the company has become more and more top down. I'm in a role some might consider low level executive management and I, along with others in my type of role have become increasingly marginalized as McGraw Hill and JDPA executives make decisions behind closed doors and hand them down. The president, Steve Goodall, makes a good effort to understand whats going on as does at least one divison head, but many others really aren't that interested in bottom or middle up information, though they pay lip service to it. They are also hampered by McGraw's corporate culture. I don't know how much Goodall can really do to improve things, but there is some room there.
Increasingly, the McGraw Hill profit pressure has caused the company to focus much less on clients (ironic given we are supposedly a customer satisfaction company) and look to increase profitability by charging more and creating spin-off, me too products rather than really figuring out what clients and consumers need.
The well known award and trophyhave created a real protectionist mentality of the brand which hampers doing cutting edge work or really meeting client needs. Related to this, again to a degree since the advent of McGraw Hill ownership, the shots are increasingly called by finance and legal with dramatically customer unfriendly policies that hamper the business units in growing their business.
