Too many!
Note: This for SDC, specifically for Ops Orgs.
1. Classic Indian leadership style - They walk around, spot something (or create the problem themselves), create total chaos, then act like they're the heroes fixing it. They dump everything on their immediates, overload them, give them enough reasons to leave, and then do a hostile takeover of the work. I've seen this cycle repeat again and again.
2.Extremely optics-driven environment. People here genuinely buy things if it's served with a samosa and a smile. Real work doesn't matter, only how good it looks in PPTs and town halls.
3. The leadership team is filled with fake smilers, excellent politicians. Very few people who can actually solve complex operational problems. Instead of fixing root causes, energy goes into managing perceptions, shifting blame, and protecting their own positions.
4. High attrition is by design. Good people get burned out or pushed out systematically. Once you start doing well and speaking up, they make sure you want to leave.
5. Career growth depends more on how well you butter up seniors, attend the right social events, and maintain the narrative than on your actual results or capabilities. Merit feels secondary.
6. The senior leadership clearly thinks strategy should not sit with SDC at all. They treat us like a pure vendor shop - just here to deliver the work, keep our heads down, and execute. No ownership, no strategic input allowed. We're just cheap execution resources for them.
