Core business model severely impacted – The company has been hard hit by the AI revolution. Both product lines — SWP and LMR — can now be replicated largely in-house using AI tools at a fraction of the cost.
Leadership problem – While the former CEO left much to be desired, the new CEO is no different. We view him as part of the problem, not the solution. He previously headed the Product function — the very area where the company has most visibly failed — and yet he now sits in the CEO chair. Is there a logic behind the decision ? No. Is this the culture of TN? Yes.
Competency problem – Many leaders are managing domains they have no prior experience in. It becomes a playground for on-the-job learning, and while they find their footing, the competition pulls ahead.
Short career spans – A high volume of senior-level exits occurs around the one to two year mark, creating a recurring leadership vacuum that drives degrowth — yet no one seems bothered. A hire n fire culture is the norm, and there is no discernible logic to the layoffs. Ironically, this is the one area where TN remains perfectly consistent.
Discrimination and racism – Rules are applied inconsistently depending on region or other factors. It is common to see top performers pushed out while poor performers are promoted.
Lack of transparency – The organisation talks extensively about transparency and feedback but does not walk the talk. Feedback is rarely acted upon, yet it surfaces as a topic on every other call.