Pros
The company pays their staff, and usually on time. Depending on the direct line manager, leave is quick and fairly approved. Some offices provide really good free food and drinks, such as coffee. Some really good products on the market. Some genuinely good, talented and competent staff are still around (you will find them at the mid->lower levels). Some charity events are still happening.
Cons
The organisation has developed a strong “boys’ club” and clique-like culture, with arrogance and ego evident at leadership levels. This has created ongoing instability, internal infighting, and fragmented decision-making, with limited accountability or ability to execute effectively. While there are many opinions at senior levels, there is minimal alignment or ownership around a single, clear vision. Some leaders appear largely disconnected from local markets and their nuances. Many come from consulting or external backgrounds and are struggling and have set expectations that are sometimes unrealistic. As pressure to meet targets increases, infighting and finger-pointing are becoming more common. Gaslighting and manipulative behaviors are increasing with backstabbing and gossiping in some areas now the normal. Concerns raised by staff are often minimized, reframed, or dismissed, leaving individuals questioning their experiences rather than seeing issues constructively addressed. Patterns of intimidating or fear-based management behaviors are also on the rise. Staff are often made to feel that raising concerns or asking for flexibility results in being labelled as “resistant” or “non-compliant,” Staff are frequently treated as numbers rather than people; in some areas it can be quite militant, with limited recognition, fair pay increases, bonuses, or other entitlements. Meanwhile, senior leadership roles are increasing and receive significant compensation packages and benefits, even when revenue growth is not increasing. These underlying issues has contributed to a culture of firefighting, lack of transparency, and circular conversations with little sustained change. Experienced and knowledgeable staff are often underutilized and, in some cases, sidelined due to arrogance, ego, and personal agendas. Meetings are increasingly driven by these distractions rather than expertise and mature leadership driving actual outcomes. While the company promotes a compelling purpose that many employees genuinely want to support, the passion is dying, and lived experience often does not align with this narrative anymore. The organisation relies heavily on outdated, top-down management approaches and shows resistance to adapting to modern ways of working. They don't really know technology, which is scary, and also lack generational expectations and local market realities. Also, not all offices are treated equally or fairly. These cultural and leadership challenges are not isolated—they are affecting most staff, with only small pockets yet to be impacted. Without meaningful cultural and leadership change, the current trajectory risks undermining both employee well-being and long-term organizational success.