The culture of blaming and shaming perpetuated by one particular long time leader Scope changes to projects without adequate reset to scheduling. Mixed messages from leadership, such as we value engagement of our employees, BUT we cannot drop the ball on projects underway / timelines must be achieve. Business decisions in the past have led to an extremely ambitious portfolio of projects, yet those projects ARE not adequately resourced at time commence perpetuating chronic strain on many teams. Several functional teams have been chronically understaffed, which has led to high turn-over of remaining team members. Events and efforts related to DBS seem to expect additional time beyond full time workload within function-example: ask to participate regularly in several full days of DBS activity, BUT still expect to be on top of ALL daily deliverables. High pressure to compress timelines to the point that it becomes difficult to do high quality work.
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