Pros
Fully remote work, you can getaway with doing little to no work
Cons
1. Recruitment Process: The recruitment experience felt overly embellished, creating an impression of a more exciting role than what the reality offered. The actual responsibilities differed significantly from what was initially presented, making the role feel like it is misaligned. There seems to be a considerable disconnect between the role's advertised challenges and the on-the-ground expectations. 2. Leadership and Management: The promotion criteria for leadership positions, specifically within the VP roles, appear to lack emphasis on relevant expertise or industry certifications. This pattern reflects the organisation's overall culture, where professional growth and qualifications seem to take a backseat to other less tangible factors. The impact of this is seen in various areas, but particularly within the PMO division, where inadequate leadership is pervasive. 3. PMO Division: The PMO division, in particular, is alarmingly underqualified. The fundamentals of a Project Management Office, such as understanding project profitability and effective cost forecasting seem lost on the current team. Managing projects often feel like I am spoon-feeding a clueless manager who lacks even the most basic PMO competencies. Having a "PMO for Dummies" book on hand would be an improvement. 4. Meeting Culture: The PMO meetings are unproductive and mind-numbing, filled with redundant discussions that detract from the actual client project work. Not only are these meetings draining, but the PMO representatives also seem to actively obstruct project progress rather than support it. As a Director, I often found myself better equipped to manage projects and client relationships without the interference of the PMO team, whose involvement add little to no value. 5. Client Interactions: The PMO’s approach to client-facing meetings is problematic, as they tend to undermine existing client relationships instead of strengthening them. They lack basic stakeholder engagement skills, frequently attempting to take control of projects without the requisite knowledge or experience. If this division intends to contribute meaningfully, they need serious training in stakeholder management and should limit their role to internal and back office support, the current PMO team is just not client facing or strong enough to put in front of customers. 6. Executive Leadership Team: The overarching leadership style is marked by micromanagement, primarily by middle-aged men who lack diversity of thought and relevant expertise. The current approach bleeds valuable time and energy from the workforce, as they set up meetings that often derail ongoing projects. There is a pressing need for Blackstone to re-evaluate its Executive Leadership Team (ELT) and Operational Leadership Team (OLT) and consider bringing in professionals with the right career-driven motivations, certifications, and experience to lead effectively, particularly within the PMO function. Conclusion: Overall, the company could benefit from a significant cultural shift, focusing on fostering a more professional, knowledgeable, and effective leadership team. It’s crucial for the organisation to invest in proper training for the PMO staff, while reassessing leadership qualifications and promoting career-driven professionals to truly unlock its potential.