Lack of Accountability at the Top
Gut am Arbeitgeber finde ich
the product has real potential - most junior employees are very motivated.
Schlecht am Arbeitgeber finde ich
The management culture is the core problem. Strategic decisions appear to be made within a very small circle around senior leadership, often without realistic market understanding. When those decisions fail, accountability rarely seems to reach the decision-makers themselves. Instead, the consequences are typically carried by employees further down the hierarchy.
Favoritism felt structural rather than occasional. Career progression, recognition, and job security appeared to depend heavily on proximity to senior leadership and internal alliances rather than consistent performance or contribution. Meanwhile, strong performers who did not engage in that dynamic were often sidelined or eventually left the company. Over time, this noticeably affected team quality and morale.
Employee development did not appear to be a genuine priority. Investment in training and professional growth was limited, and questions regarding employee rights or available support were often handled with little transparency or clarity.
There was also a significant disconnect between the company’s external messaging and internal priorities. Topics such as sustainability and values were communicated publicly in a way that did not reflect the internal reality many employees experienced.
Bullying and unprofessional behaviour were, in my experience, not addressed consistently. The culture appeared to protect individuals with strong connections to leadership, often at the expense of broader team wellbeing and trust.
Verbesserungsvorschläge
Introduce real accountability at leadership level instead of repeatedly pushing the consequences of failed strategic decisions onto employees lower in the organisation.
Create real transparent processes for promotions, compensation, and performance evaluation so that career progression is based on contribution rather than proximity to senior leadership.
Improve transparency around employee rights, internal processes, and organisational changes. Open communication builds trust; withholding information destroys it.
Take reports of bullying, toxic behaviour, and management issues seriously regardless of a person’s position or relationships within the company.
Finally, align internal culture with the values and messaging presented externally. Employees notice when there is a gap between public branding and day-to-day reality.
Instead of reporting every negative review on this platform to have it taken down, try to own it, make yourselves accountable and do something with the feedback.