Great Colleagues, Weak Leadership and a Culture of Distrust
Schlecht am Arbeitgeber finde ich
Rather than addressing the leadership and cultural issues repeatedly raised by employees, the organization seems to accept a continuous loss of talent as the norm. The high turnover speaks for itself and raises serious questions about management's willingness to drive meaningful change.
Verbesserungsvorschläge
Listen to employees and act on their feedback.
Arbeitsatmosphäre
TTControl culture of distrust and micromanagement significantly impacts the working atmosphere. Employee contributions and achievements are seldom recognized, sometimes even stolen, while problems trigger blame-oriented reactions. Decision-making is heavily micro-controlled by management, reducing autonomy and creating an environment where employees feel discouraged from taking initiatives. Rather than fostering engagement and accountability, the culture generates stress and defensiveness.
Image
The company's image is heavily impacted by its ability to attract and retain talents. In 2026, employee turnover remained particularly high, with departures occurring on an almost monthly basis in some areas. Such turnover inevitably raises questions about the organization's culture, leadership, and long-term attractiveness as an employer.
Work-Life-Balance
The company offers flexible working hours and home office arrangements, which provides a good level of flexibility in day-to-day work.
Unfortunately, this flexibility is often one-sided. Whenever problems occurred, work-life balance effectively ceased to exist. Employees are expected to be available outside business hours and are contacted on their private phones during weekends and holidays. While genuine emergencies are understandable, many of these situations appeared to stem from management pressure rather than actual business necessity. This reflects a broader cultural issue where immediate responsiveness is valued more highly than respecting personal boundaries.
Karriere/Weiterbildung
Employee development is not a priority. Support for training is limited, career paths lack transparency, a long-term growth opportunity is not existing within the organization.
Kollegenzusammenhalt
The colleagues are by far the best part of the company. Most people joined highly motivated, competent, and eager to improve processes, products and drive changes. Unfortunately, much of this motivation gradually erodes when faced with management resistance and organizational barriers.
Thankfully, these challenges strengthened team cohesion rather than weakening it.
Vorgesetztenverhalten
Leadership quality varied significantly across management levels. Many middle managers genuinely try to improve processes, support their teams, and take accountability for decisions, but often face resistance from higher management.
Risks and decision requests are regularly reported during steering committees but not acted upon. In some cases, raising concerns was even perceived as lacking a "can-do attitude", fostering a culture where employees feel it is safer to stay silent than to openly discuss issues with upper management.
Kommunikation
Communication is one of the organization's biggest weaknesses. Upper Management regularly bypass the appropriate stakeholders when making decisions, creating confusion and operational chaos. Department-wide communication is minimal to non-existent, leaving employees disconnected from broader developments and priorities while fostering a culture of secrecy. This lack of transparency and selective sharing of information undermines trust, collaboration, and overall organizational effectiveness.
Interessante Aufgaben
The projects themselves are highly interesting, innovative, and technically challenging. Unfortunately, the way they are managed limits their potential.
Automotive-style processes have been transferred into a non-automotive environment, creating unnecessary complexity and bureaucracy. The main issue lies in the contradiction between management objectives (agile development, faster safety development, extensive use of AI) and management own decisions (waterfall process, heavy safety development guidelines, restriction on token usage). As a result, teams are often expected to achieve conflicting objectives, with little willingness from leadership to challenge the underlying processes.