Frontiers reviews

'Priorities' change on an almost daily basis, delusional targets, cult of toxic positivity, feedback is pointless and is censored if it is uncomfortable for upper management. Promotion is only given to favourites - your effort/skillset is not relevant, their choices are clearly made prior to the advert. Recent restructure has lead to ridiculous levels of micromanagement.

- Working at Frontiers doesn't really give you any understanding for how publishing works. Entry-level roles are basically Sales/Call Centre roles, whereas a lot of middle-management work is operations and workflow based. Especially at entry level, you'd be much better off at any other big publisher, where you actually get a good foundational knowledge of the industry. -Leadership likes to 'launch' projects without much thought, then redefine projects halfway through, changing Scope and Desired Outcomes, and discarding everything the project team have worked on thus far. - They claim to be fast, open, and give you freedom to do your own work. In reality, they change and abandon projects so frequently that few things actually get done to completion. - They don’t value their employees and make it really hard for people to succeed. - 99% of all the 'change' at Frontiers is not sustainable, and the next 'change' is just around the corner, without taking time to see if and how the previous change worked, which means that no matter what you do you always feel like it's pointless as it will either be discarded or 'changed' again soon. - They constantly ask for feedback, but are not interested in any constructive criticism, only praise. In any given feedback session, if feedback is 90%negative and 10% positive, they will focus on and highlight the positive feedback. If you ever give any negative feedback, you will be told that you are just not a good culture fit for the company - It's all about who you know and how long you've been at Frontiers. If you know a lot of people and have been there for a while, you will be allowed to own (some of) your work. If not, you will be set up to fail as you are never in the loop on what's going on. - Incredibly poor leadership and management from upper leadership levels, which trickles down and creates a culture of disorganization, fear, and mistrust. No one, even at higher management levels, dares to query or question any decision made by the CEO. - Most managers have little to no manager experience and/or training, which is reflected in their management style. - Best example that a co-founder doesn’t necessarily make a good CEO - 40 hour work week is completely unnecessary