-Zero W/L balance and a "do more with less mentality" with no hope for reprieve and no shame in working you to a breaking point; was only made to feel guilty and weak for not keeping up indefinitely
-Persistent turn-over and instability; people disappearing by choice, necessity, or forced out
-Misguided leadership entirely too focused on growth over stability
-Incoherent processes/procedures/systems from legacy systems and management meant constant headaches and added workload
-Unhealthy, dreary corporate culture with extracurricular based attempts to distract from the dysfunction which only helped through commiseration
A thin veneer of increasing YOY performance (pre-Covid), largely through acquisition, buoyed Implus' downward spiral as an organization. A large global, multi-entity company, that outgrew itself and ran like a family owned corner store.
Poor processes, systems, data and execution for one reason or another meant that everyday was some new issue added to an ever-growing and expanding workload. Requests for help went unheeded both departmentally and when desperation meant reaching out to a feckless, ineffective HR team. Led to burn out and high turn-over, and boiling over resentment and frustration.
C-Suite was not immune either. At least 6 C-level officers (forget directors and VPs) either leaving or removed in the last year in desperation to course correct. Implus could be a case study on how poor management, decision making, and oversight leads to a toxic culture and a dysfunctional, wasteful company that many are eager to leave as soon as they see behind the curtain.
A sad reality when most were only trying fight the tide and affect positive change. Though, it's one thing knowing some TLC is needed and will take some time for things to get on track, but entirely another to do so with unrealistic expectations, active resistance, and minimal appreciation for the efforts being made.
Hopefully for those continuing to tough it out, new leadership can inject stability and renew optimism.
