People here want to do good work, but the lack of clarity, timely feedback, and alignment makes it difficult to succeed. Work can feel disorganized, with shifting expectations and limited visibility into what matters most. Over time, this creates an environment where individuals naturally focus more on protecting themselves than engaging deeply with the problem space, which makes it harder to feel connected to the mission. Even strong performers may find it difficult to course correct before performance concerns escalate.
- There is no clear or shared definition of what “good” looks like. Expectations vary across teams, and while “quality” is often discussed, it is not clearly defined in practice
- Direct, actionable feedback is largely absent. When it does come, it’s often vague or arrives too late to act on
- Performance management often trends toward labeling people as underperformers and moving to manage them out, rather than giving clear, direct feedback or a fair opportunity to improve
- As a result, it can be difficult to understand where you stand, and concerns may only surface when it is too late to course correct — which contributes to a lack of trust
- Asking questions or trying to better understand expectations and the problem space can be perceived negatively, discouraging curiosity and healthy challenge
- Expectations around ownership are unclear. Individuals may be held accountable for outcomes and expected to speak to strategy, while in practice being limited to execution without sufficient context or influence
- The product approach can feel like a feature factory, with an emphasis on shipping quickly and checking boxes rather than deeply understanding user needs or investing in high-quality UX
- Product decision-making is not consistently held to a high bar. There is limited emphasis on clearly defining problems, building strong business cases, or demonstrating a nuanced understanding of user needs
- Leadership does not create alignment across product, design, and engineering. Teams operate in silos, departments point fingers, and cross-functional accountability isn’t consistently modeled or rewarded
- There is a disconnect between stated leadership principles and how the organization actually operates, reinforcing a culture of self-preservation over shared success
