It was a great place to do work and have fun ... but isn't any more. - Consultant Elanco Employee Review

2.0
Aug 14, 2016
Recommend
CEO approval
Business outlook

Pros

If you're 20-something and don't know what real collaboration looks like you'll be fine. If you like being told what to do and not being asked. If you like communicating only electronically this is the place for you. If you don't want to have a relationship with your supervisor or anyone in leadership, you'll fit just fine.

Cons

There are lots of good business people at Elanco today, just not very many who are dedicated to building capabilities in others. Too many people cite "the business pressures" are too great to focus on developing people. The manta is that showing that the acquisition of Novartis was a profitable decision is the only thing that matters. Many Millennials are quick to realize that this is not the place for them and leave within 3-4 years. The leadership of Elanco was fine for a company who was 500-1000 employees, but is really struggling to lead an organization that is 7000 employees.

Explore other reviews about Elanco

5.0
May 14, 2026
Recommend
CEO approval
Business outlook

Pros

Management listens to their emoloyees. Great benefits.

Cons

Old equipment. Lots of forced ot for hourly employees

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Elanco Response
1w
We appreciate your positive feedback regarding management and benefits. At Elanco, we are dedicated to the wellbeing of our employees and are always looking for opportunities for improvement - we thank you for your feedback!
2.0
Feb 20, 2026
Recommend
CEO approval
Business outlook

Pros

Plenty of great, passionate coworkers who work hard and collaborate. I had a lot of professional flexibility and my job was always interesting. Process teams on the manufacturing floor is a great system. Offsite resources, especially technical experts, are great.

Cons

Expect to be firefighting constantly and frequently fighting against an aging facility and outdated processes. No unified vision or clear prioritization from management. Misalignment between site leadership and upper/off-site management created sustained operational friction and stress for employees. Leadership turnover was frequent, contributing to ongoing instability. Because of all this, there was a super low morale and a feeling of widespread fatigue. Inconsistent communication and decision-making standards contributed to a low-trust culture, including regular informal discussion of colleagues and unprofessional and sometimes intimidating behavior in meetings. Performance feedback and perceived value were highly dependent on shifting leadership dynamics rather than consistent, objective criteria. Employees could move from being strongly supported to heavily criticized with little change in actual performance. Although a nine-box review process was supposedly used, individual outcomes were not transparently shared with employees. Onboarding and training for specialized roles were underdeveloped. Compensation was just fine for workload and scope of responsibility.

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