In my view, the very rapid growth that Miro has benefited from during the lockdown had propelled very junior, unprepared employees to responsibilities they were not ready to take on. This is starting to change as Miro is aggressively buying talent from established companies, there is however a serious gap in competence at the senior leadership level, especially in the people function.
I have observed people being very busy with shallow, meaningless deliverables with a tendency to do things for the sake of doing so. It felt that senior leaders were using their teams to run their own experiments and satisfied their huge egos, rather than effectively creating value for the enterprise through business impact driven programs.
Ironically, collaboration is the most misused term in that company. In my experience, there was NO collaboration: senior leaders come up with their own "creative" ideas and then assign the execution to others (the oldest story in the world) and expect things to get gone: the opportunities to give feedback are very shallow and don't actually change the course of projects, input is gathered for the sake of it.
Additionally, I think several senior stakeholders do not have the education, work experience or even the desirable behaviours to lead a company through evolution. In various meetings, I have observed leaders hiding behind the excuse "we are a start up" to justify appalling execution and/or behaviours. At times in meetings I was wondering whether I was attending some teenager's university homework presentation or attending an actual business update.
If you are looking for an opportunity to meet people and have fun at the start of your career, it could be a nice experience. However, if you have developed functional expertise and expect to develop your skills and knowledge, run away! In my view, the only thing there is to learn as a seasoned professional in this company is "how to cope with Miro" which I don't think is a transferable competency.
