- “executive misalignment” Is and always has been the #1 cited issue at the company. The vision changes every year and the strategy sometimes more than once within a year. The only unified goal is to be more profitable but how we get there and what we focus on and sacrifice to make it happen is different depending on the exec and the day of the week.
- The executives are tired and ready for exit, they don’t want to be here anymore and it shows in all the business decisions. Short term goals to pad the revenue numbers for the quarter are the only thing they have an appetite for and most of the changes they want come at the direct deficit of the customer and overall company health.
- Lansweeper has a communal/ group-think decision making culture as opposed to a hierarchical/accountable-party decision making culture. Which means we literally cannot make or keep a decision unless everyone from the executive to the janitor has agreed and all possible alternatives have been considered and categorically ruled out. This means decisions drag on for months and nothing meaningful, innovative, or challenging ever really gets done.
- we have lost a healthy amount a good middle management that actually had leadership experience outside of Lansweeper. All teams have suffered because of this and the middle management that’s left is thin and powerless.
- We’re on a twice annual release cycle which tells you everything you need to know from a product and engineering perspective