The company’s primary issue lies in its lack of a structured, professionally managed environment, despite being in operation for over 25 years. The founder attempted to implement some best practices but he failed. Some long-standing employees ensured that the Organisation remain complex and bureaucratic to shield non-performers. Models like Many-in-a-box, Ec, and multiple leadership tiers DLT/SLT/TLT/FLT/RLTs are created so that politics are played effectively, and it will remain challenging for skilled individuals to thrive. Politics at every functions and floor have created an environment that consistently favors underperformers, with little accountability and widespread distrust among teams. No one has the space or courage to speak the truth or suggest ideas for the company’s betterment.
Promotions are always driven by an employee’s ability to please management rather than their performance or contributions. This culture sidelines diligent employees who deliver results but refrain from engaging in politics or self-promotion. Over time, this lack of recognition and appreciation erodes motivation and drives capable employees to seek opportunities elsewhere. Leadership, rather than addressing these issues, perpetuates a cycle of mediocrity, failing to bring about any meaningful transformation or inspire confidence among the workforce. As a result, innovative ideas and critical feedback that could propel the company forward are stifled, and the organization continues to miss out on growth opportunities.
Most of the talented individuals have already left the organization, taking their skills and innovative ideas with them. Those who remain are waiting for the right opportunity to leave or decided not to give their 100% as their efforts are undervalued. Non-performers—those who thrive in the culture of politics and superficial management—continue to dominate. These individuals often misrepresent the true state of the company to the CEO, painting an overly optimistic picture that masks the deep-seated issues within the organization.
The competencies and practices exist only on paper. Folks who truly embodied those competencies left the organization long ago. Unfortunately, non-performers are showcase old deck to falsely showcase their thoughts and contributions .
The HR department is well aware of the ongoing brain drain within the organization, but they are more focused on safeguarding their positions and appeasing management with inaccurate data.
It’s disheartening to see how initiatives like Gen-Ai are treated as mere games, lacking seriousness or genuine commitment. Every department heads seems to be playing a Game of Thrones, prioritizing internal politics over productivity and obscuring their inefficiencies.
I left the company in 2024. Best wishes to those who continue to persevere in 2025.