PerkinElmer reviews

Despite exceeding expectations in sales and revenue, funding was cut and targets were raised by corporate, leading to the general perception of corporate as a playground for promotion for people with business degrees

-The dysfunction becomes so normalized, you start defending it. You find yourself justifying chaos, overextending to “prove your value,” and calling it loyalty—when really, it’s survival mode dressed up as engagement. - Specifically in HR— Trust is granted based on perceived seniority, not actual performance—external experience is often overvalued compared to internal results. Majority of functional coe’s have left under latest CHRO. - Executive leadership changes constantly; HR alone had four CHROs in one year, creating whiplash and confusion around priorities - Strategy often shifts mid-flight, leaving projects unsupported and teams exhausted - Recognition and accountability are inconsistent—being effective doesn’t always mean being supported - Leadership avoids hard conversations, allowing dysfunction to fester