Horrible Culture, Leadership & Experience - IT Department Page Industries Employee Review

1. Excellent Promoters and Managing Director 2. Good Product and Quality focussed organisation 3. Excellent Top and Bottom line performing organisations 4. MD - VS Ganesh is gem of a leader. CEO and COO are equally good

Many 1. Hopeless Manufacturing Head who plays politics 2. Very slow organisation 3. Don't know any of the Best Manufacturing practice 4. No Training Need Identification or its adherence 5. Outdated policies and Practices 6. No Talent Management and Succession planning 7. Manufacturing Hub of Internal Politics 8. Very rudimentary HR practices - HRBP only focussed on Recruitment 9. Total EMP is at basic level 10. No logics for career progression

Absolutely none. Worst company to work for.

Immature leadership with little understanding of how IT projects should be run. The hybrid policy has created a culture where visibility to managers matters more than actual delivery. There are two people that control the floor. Anybody that disagrees gets pushed aside. If someone says something can’t be done, leadership takes it as criticism and takes it personally. The problem is, IT leadership has absolutely no idea how to run IT projects. No strategic vision or execution knowledge on how to run projects in IT. Just a couple of people, well versed in office politics, stepping on so many others to get ahead. Egos run the office and egos decide everything. Over $10 million allocated to IT for the fiscal year for proposed projects, going on for over a year, with project timelines becoming a complete blur as delays continue to pile up. Many projects are yet to produce a minimum viable product, and ROI is yet to be seen. Attrition is at its peak. Nobody wants to work here. People that are stuck in certain functional and niche domains have no option but to face the absurdity that is this IT department. One of the biggest IT projects undertaken in a decade for Page. The current state is deeply concerning, with business teams, PMOs and developers often lacking clear direction. Anybody that points out that nothing makes sense quickly realizes that the people responsible for SAP execution strategy, BPR assessment and project execution planning never had a clear vision. Going to the office means people running between meeting rooms with laptops, discussing the same topics over and over, and finally moving on to other discussions without ever arriving at solutions. 3 PMOs changed in one project in 1 year. In 1 project. So the problem is not the PMO, the problem is PMOs asking questions. There have also been persistent concerns and rumors regarding vendor engagement practices and large contract allocations, raising questions about transparency and governance. There was never a time in my career where I saw a whole department so frustrated with its so-called leaders, causing so many people to suffer because of a lack of talent, experience and, most importantly, maturity. If you get an offer, think very carefully before accepting.