Oracle reviews

This company does not provide for good career growth. The company rarely gives meaningful raises, and the decisions about raises are very arbitrary. For example, the company has been making record profits and has seen all-time stock price highs, but it has not given raises for multiple years now. It is a major problem that continues to go unfixed, and senior leaders turn their rich blind eyes.

Old guard is the weakest link if they have never left to experience other companies’ culture, management styles, and returned to Oracle. HR empowers and protects short-sighted, insecure, transactional Toxic Management at the cost of sales flight risk and long term customer satisfaction Senior Management P & P are inconsistent and transactional. They are not monitored by Sales Excellence for consistency in Oracle culture, communication, and team KPIs. Constant layoffs and reorgs Quarter close is transactional; steamroll Customers are valued as a transaction not as a strategic investment ASMs are constantly rotated through accounts Tenured employees are intentionally paid low base salaries unless they leave Oracle and return Cutthroat culture: no trust among multiple product lines, Cloud, ASMs, BDRs, and cross product leadership Club is held in Vegas immediately before Vegas-based Users Conference. Many multi -year club winner ASMs and many Sales leaders are boycotting it, since Oracle post COVID is refusing to properly invest in a Tier 1 Club nor to pay for “significant others” to attend. Quotas don’t take into consideration that in some industries, Customers are fed up with siloed cutthroat Oracle go-to-market. Many legacy customers are instructed by procurement to go out to bid for lower cost options, supported by customer-friendly account management and value-based commercial terms.