Hard Skip: Legacy systems to navigate and lacking support for new hires - Product Owner vidaXL Employee Review

Onboarding and knowledge transfer is virtually nonexistent. New joiners are expected to figure out systems, processes, and tools on their own with little to no structured support from senior team members. Scrum Master and Agile Coach roles exist on paper but provide minimal real support to delivery teams. Product Owners end up absorbing Scrum Master responsibilities, incident management, and operational firefighting on top of actual product ownership — there is significant role overload with unclear boundaries. Performance management can feel inconsistent and political. I personally received an outstanding rating in one review cycle and was being considered for a Performance Improvement Plan shortly after, with no clearly communicated rationale connecting the two. All this within a month. Escalating genuine process or team concerns to leadership rarely results in concrete action. Issues get acknowledged in conversation but not followed through. Communication is extremely fragmented — expect a high volume of messages across multiple channels daily, often outside working hours, with no clear single point of contact per topic. Cross-regional team dynamics (especially between India, China, and Netherlands-based teams) have visible friction that isn't actively managed by leadership.