Old guard is the weakest link if they have never left to experience other companies’ culture, management styles, and returned to Oracle.
HR empowers and protects short-sighted, insecure, transactional Toxic Management at the cost of sales flight risk and long term customer satisfaction
Senior Management P & P are inconsistent and transactional. They are not monitored by Sales Excellence for consistency in Oracle culture, communication, and team KPIs.
Constant layoffs and reorgs
Quarter close is transactional; steamroll
Customers are valued as a transaction not as a strategic investment
ASMs are constantly rotated through accounts
Tenured employees are intentionally paid low base salaries unless they leave Oracle and return
Cutthroat culture: no trust among multiple product lines, Cloud, ASMs, BDRs, and cross product leadership
Club is held in Vegas immediately before Vegas-based Users Conference. Many multi -year club winner ASMs and many Sales leaders are boycotting it, since Oracle post COVID is refusing to properly invest in a Tier 1 Club nor to pay for “significant others” to attend.
Quotas don’t take into consideration that in some industries, Customers are fed up with siloed cutthroat Oracle go-to-market. Many legacy customers are instructed by procurement to go out to bid for lower cost options, supported by customer-friendly account management and value-based commercial terms.
