The department faced ongoing challenges that largely stemmed from upper management’s decisions and leadership approach. There was a strong emphasis on metrics and output volume rather than quality of work or employee well-being. Despite having a highly capable and dedicated team that consistently put in long hours to meet expectations, there was limited recognition or support from leadership. Opportunities within the department were not always distributed fairly, and there appeared to be favoritism, with advancement and visibility often going to friends or family rather than being merit-based. Input and warnings from employees were frequently dismissed, only for the same issues to surface later, creating avoidable disruptions. Accountability at the leadership level was also a concern. When mistakes occurred, responsibility was often shifted downward, and individuals were let go rather than addressing root causes. Additionally, credit for team projects was sometimes given to individuals who had minimal involvement, which was discouraging for those doing the majority of the work. It is disappointing to see the current state of the department, as it was once a strong organization with meaningful perks and a positive culture.
