OpenText reviews

- Gifts and mementos for your anniversary died since new CEO and "yes men" CA team on board; - Majority of offices are campus buildings in suburbs. If in city, parking is crazy expensive; - No pay raises except, maybe, if you have a written offer to challenge status quo; - PS get bonuses but based on overall regional organization sales. Individual performance, if you made your % of utilization is somehwat watered down to the lowest common denominator; - "Best Place to Work" mantra is a a joke. - As PS, your vacations impact your utilization & bonuses; - 3 Cloud re-orgs in 2 years. The team, in its latest incarnation although competent, is overworked, overbooked and barely able to extinguish fires; - IT simply cannot keep its head above water due to constant acquisitions, the priority being given to systems mergers; - Close to constant hiring and non bill travel budget freezes: every new financial year, during acquisitions (2-3times a year); - Fresh blood / new hires almost non existent, except for the rare competent, overworked folk coming from acquisitions. - Management based on hierarchy, all aimed at getting the best bottom line possible. No organic growth. - Internal HR is non-existent, except when it comes to layoff people. Everything else is given out to head hunter agencies. - For every acquisition, there is lots of natural attrition and all redundant services (such as IT, HR, accounting, etc.) eventually get laid off. Software engineers and hands-on consultant will leave as soon as they realize the lack of challenge and growth available. - Nonexistent growth opportunities, extreme process/workflow dashboard data amounts to manage on legacy corporate software with poor usability vs very little proper software design. - Communications are top down and stop at middle management. There is no transparency whatsoever for the hands-on people unless you make friends on cross-team projects and chit chat once in a while. - Quarterly "wrah wrah wrah" all-hands and town halls only give hands-on folk the impression of a complete reality disconnect from the CEO and "yes men" CA team

Frustrating environment with limited management autonomy. Product strategy pivots happen too frequently. Acquisition ROI seems primarily to be maintenance renewal driven. Not a lot of product innovation after an acquisition has happened. No, or minimal value, placed on individual employees. It's a numbers game and the annual July RIFs are painful.