Local leadership in North India operates like a “lala company”, not a professional MNC setup.
Decision-making is not process-driven. In reality, “jo senior bolega wahi hoga”, regardless of logic, data, or ground realities.
Nepotism and favoritism are common. Relatives, close contacts, or loyal “yes-men” are preferred over capable professionals.
Many people in authority pretend to be helpful and knowledgeable, but in practice contribute little. The culture encourages chugli (backbiting) rather than problem-solving.
A very bossy, 1990s-style management mindset exists — command-oriented, no empowerment, no accountability at senior levels.
The company largely survives on brand value, not operational excellence. If the brand were removed, local leadership would struggle to win or retain business on their own merit.
Poor supply-chain support: even basic spares are often unavailable. Supervisors are expected to “arrange somehow” from the market, creating unnecessary stress and reputational risk.
Ground staff and supervisors carry maximum responsibility with minimal authority, while seniors avoid ownership.
Feedback is not welcomed. Questioning inefficiencies is often seen as disloyalty
