There are few points that resonate with my personal experience (2012-2017).
- Finance is running the company
- HR has lost the original shepherding of the culture in favour of risks mitigation
- Reduction of transparent leadership comms in favour of corp speak
- Horrible middle management (senior managers up to VP1). Either because we promoted great engineers into a people role, or because we hired consultants to run engineering organization (favouring navigating the complexity of the org, over managing innovation).
I did rationalise all those changes as something that was obvious from a short term optimization standpoint: the company was in the mist of PR fights, leaks , growing incredibly fast, etc.
It's clear, 6 years later, that a sustained approach to this type of leadership has reduced the company to a shadow of itself. Less innovative, less talent driven.
- Finance is running the company - HR has lost the original shepherding of the culture in favour of risks mitigation - Reduction of transparent leadership comms in favour of corp speak - Horrible middle management (senior managers up to VP1). Either because we promoted great engineers into a people role, or because we hired consultants to run engineering organization (favouring navigating the complexity of the org, over managing innovation).
I did rationalise all those changes as something that was obvious from a short term optimization standpoint: the company was in the mist of PR fights, leaks , growing incredibly fast, etc. It's clear, 6 years later, that a sustained approach to this type of leadership has reduced the company to a shadow of itself. Less innovative, less talent driven.