One of the biggest challenges is the quality of leadership. A number of senior leaders were promoted internally from the pre acquisition Syft days despite having limited recruitment, commercial, or leadership experience. Promotions often appear to be based more on tenure and relationships than proven capability.
There is a noticeable lack of accountability across parts of the leadership team. Some senior managers remain largely disconnected from day to day operations, while others appear to have only a limited understanding of the platform, the market we are in, sales processes, and what is required to win against competitors. 'Let me know if you need any help' Is a constant saying amongst one of them that just sits in the office all day and doesn't speak to anyone. You should be offering active help and assistance rather than just letting people try and close these multi-million pound deals on their own.
This is particularly evident in bids, tenders, and commercial decision making, where opportunities are often handled poorly and winning positions are regularly lost through weak strategy, pricing, or execution. There is also a tendency for certain individuals to take ownership of successes while avoiding responsibility for failures.
The company has a strong product, but too often its progress is held back by ineffective leadership, poor commercial decision making, and a culture that rewards politics over performance.
Information also is not passed internally and people keep hold of it to make themselves more valuable.
It is a tpyical corporate game playing culture, with corporate snakes doing well and people that want to graft and get on with it get shafted. I've even heard senior management say people have been sacked when they haven't they've just decided to leave because of the horrible culture, just to make them look better.
