Delivery predictability is low; projects frequently overrun without effective course correction
Accountability for outcomes is inconsistent, particularly when priorities and direction change
Frequent shifts in priorities without capacity adjustment create sustained delivery pressure
Engineering effort prioritises new initiatives over ownership, BAU support, and operational resilience
System ownership is often unclear, increasing technical debt and operational risk
Progression and influence appear to favour alignment with leadership over demonstrated expertise or constructive challenge
Loss of experienced individuals has reduced stability and institutional knowledge
Limited consideration of data governance, regulatory responsibilities, and long-term risk in decision-making
Escalated concerns are not consistently addressed, reducing trust in leadership processes
Leadership behaviours are not always consistent with stated inclusion commitments, impacting psychological safety within teams
