It's astonishing how the incompetent product leadership has driven this company to the brink of ruin.
A high-ego individual in charge of Product has been successfully playing their games for years. Somehow, they managed to gain the CTO's trust and have been covering up failures ever since.
Constantly unsuccessful product initiatives with negative feedback? Just hide it, or at least blame the stakeholders. If it gets out, call it a "valuable lesson learned."
Initiatives proposed by stakeholders? No chance. We’re always too busy working on our own supposedly “impactful” initiatives.
ROI calculations in impact assessments? Why should we bother? We know our initiatives don’t bring any real benefits. Instead, let’s blame Growth for not generating enough leads.
Underperforming PMs who fail to provide specs on time? Let’s pin it on Engineering—after all, they’re the ones responsible for delivering these initiatives.
As for PM performance management, despite numerous obvious cases, we never address it because that would ruin the narrative of having a "top-notch team."
The company has downsized by almost 70%, yet the same people are still in charge...
Let’s see how long it will take to finally hold accountable the people who have nearly destroyed this once-great company.
