Bureaucracy, internal politics, no proper process, lack of staff concrete development plan and "mediocre" leadership capability unfortunately have been impacting the overall company. In addition, the pay structure is not as compelling to other tech companies surrounding the area.
On the other hand, huge culture gap between German headquarters and existing staff in Malaysia with mixed dutch folks felt the intense of having effective communication. The reason behind is prior the establishment of the company, a huge transition from ex-Shell IT staffs are being "acquired". These talents pool are very deep in their knowledge and experiences as a result of previous organization development structure and cultural bonding.
As a result, these people came from true global company to a yet-to-be global practice company. Hence, it is hard for these capable folks to understand how they can be part of the company culture. In the end, they leave and today there are very few left over in the company. They maybe waiting to leave. However, even young newer joiners and some from Academy also have that intention too.
Most of the establishing cultural with Guiding Principles are only good on paper but not in reality. Branding should be a good exercise, unfortunately the strategy of branding may seem a little exaggerating as the original company does not involved in retail. On superficial level, the branding works to tell public about us, but in reality there are very little effort of employees promoting the company as a place to work for.
There are lot's of information that being cascaded down in a non-transparent manner and it is via LT in a silent mode and of course when the news delivered it is almost like breaking news. On second thought, all of us work like guerrilla mode. With that, many of the work, decision and new are either being implemented as in NOW or will never get implemented on time.
