—Lack of urgency, passion and vision—
• Many are just collecting paycheck and/or jaded from years of whiplash
• Company vision is basically just "execute" — no real vision for future of technology, enterprise software, even the company itself
• Many leaders are just middle managers with no vision, knowledge of their market or modern tech
• Superficiality and artifice valued over SME and rigor
• Textbook Peter Principle company
—Extreme silos with lack of transparency and accountability—
• Shadow projects all over company and globe
• Gross, pervasive lack of intellectual honesty resulting in knee-jerk strategies, failed commitments and constant "CYA" busywork
• Political turf wars create constant confusion and waste
• Hushed layoffs are common
• Politics exacerbates the already disjointed software products
—Lack of organizational support—
• Almost non-existent training on anything (job function, products, tech)
• Progress towards best practices often impeded by inexperienced ops teams who act as gatekeepers of historic debt rather than modernizing agents
• Almost non-existent support from HR
• No support for best practices or standards for remote work with teams across massive time differences
• Senior leaders too busy putting out fires to support and grow team
• Ironic for a company that sells HR software
—Total lack of company culture—
• Remote-first exacerbates silos and confusion (seems like mostly a cost saving measure, not for any desired employee culture)
• People fill calendar with fake meetings so impossible to collaborate
• Everyone is just pixels on a screen bouncing from call to call until day is over
• No sense of connection or shared purpose
—Legacy software and SWE practices—
• Archaic siloed software products stitched together with Frankenstein architecture
• Focus on flavor-of-the month, half-baked new tech to show "innovation" instead of addressing core tech debt
• Most "innovation" is just repackaged software from other companies
• Little use of modern development frameworks
• Archaic development practices
• Abysmal UX after years of same people trying to fix with smoke and mirrors
—Gross lack of investment in internal tools—
• Trying to compete with the big names while using internal software from the 90s and 00s
• If you thought every software company uses X tool, you'd be wrong when it comes to Infor
• Attempts to improve tooling get mired down in years of committees and approvals
• Finding accurate information on products, policies, procedures is next to impossible without years of institutional knowledge
• Good luck making data-driven decisions with no data!
—Gross lack of diversity—
• Only 3 out of 16 executive leaders are women
• Black and Latinx representation practically nonexistent
• No visible efforts to address this beyond tokenism
• Ironic for a company that sells HR software to help companies meet DEI goals
—Privately held company owned by Koch Industries—
• Bizarre to aspire to compete against tech heavyweights like Oracle, SAP, Microsoft and Workday while being beholden to an oil and gas conglomerate
• Obvious moral dilemmas
