ten millions miles of space between UM and middle mgmt - one-way information flow, “cultish” hivemind
misallocation of resources/focus - re-organisation was not data-driven, and the real issues were never addressed - despite repeated upwards pressure from boots on the ground
lack of business foresight or acumen from UM - tightening of strategic budgets and support (including geographical restrictions), but increased spend on lavish public displays (Forum) (managers all expenses retreat)…
misalignment between the company mission, and its practices - causing cognitive dissonance for many
confused leadership - out of touch with the economy, industry, employee base and scientific community, despite what UM/propaganda may lead you to believe
employee recognition not correlated with performance - recognition is seemingly random and clique-y. Aside, there is no standard way for an individual to measure their own achievements or accomplishments, as targets are unrealistic. This leads to a shouting contest to see who is the “best” - toxic culture, especially so in a business where the employees work in small, isolated matrices and teamwork is encouraged. Employees should not be competing with each other to simply be recognised for their efforts, this is counter intuitive to say the least.
inequitable workloads, and purposefully stifled progression opportunities - as a result of company over expansion and poor UM decision-making
inability of UM to be responsive and reactive to company issues raised by employees - sincerity and compassion are never found in the tone of their communication, neither are the communications punctual (expect to receive your most important communications out of office hours)
continually pushing the best talents away, rather than nurturing them to become pillars of the company - leaving much of middle mgmt to be inexperienced …the revolving door swings ever faster…
