The organisation can feel firmly rooted in its established ways of working, with limited appetite for evolution or modernisation. Communication and management approaches can at times create an environment where responsibility is felt more individually than collectively, which can affect confidence and morale.
Much of the leadership team has spent the majority of their careers within the business. While this brings strong institutional knowledge, it can also result in a fairly narrow range of perspectives and a noticeably top-down leadership style. Many senior leaders have built long careers within the organisation, which creates continuity but can also mean new perspectives or different approaches are slower to gain traction. Representation within senior leadership also appears relatively limited, which may make it harder for a broader range of experiences and viewpoints to influence decision-making. Employees who offer different perspectives on how things could evolve may sometimes find it challenging to feel those views are fully heard.
Some policies can feel reflective of a more traditional approach to employment. For example, new joiners are expected to spend their first 12 weeks fully on-site with limited flexibility, which can be difficult for those with caring responsibilities or existing commitments. Leave is managed through an accrual-based system where holiday builds gradually rather than being available upfront. Employment contracts are typically issued only after background checks, including salary verification, are completed.
While these processes are often described internally as ways to “protect the culture,” some employees may find it difficult to clearly understand what culture is being protected in practice. Trust is frequently referenced as a core value, although some processes can give the impression that it is something employees are expected to continually demonstrate rather than something readily given.
There can sometimes feel like a noticeable gap between the organisation’s external messaging and the day-to-day employee experience. While the company promotes “tech for good,” aspects of the office environment and internal practices, from environmental considerations to accessibility for colleagues with disabilities, can feel somewhat behind the curve. Greater transparency around areas such as diversity and pay reporting may also help reinforce credibility around the organisation’s social value messaging.
It’s perhaps not surprising that some talented people choose to continue their careers elsewhere after gaining experience within the organisation.
For those who thrive in highly traditional, structured environments this may work well, but others may find the culture less aligned with the modern and inclusive ways of working that many organisations, including its own clients are now moving towards.
