There has been significant turnover, particularly among highly knowledgeable employees and leaders (the workforce has reduced by more than 10% over the past year), along with ongoing organizational restructuring. These changes have often occurred with limited communication about the rationale or long-term vision.
Many of these structural changes appear to be driven centrally, particularly within IT under the CIO, and often focus on titles and reporting structures rather than the work being performed. This has raised concerns among employees which seem to be ignored by leadership. It seems that many of the changes are made to increase the CIO's control.
As roles are eliminated /reorganized or people have left due to the decline in a positive culture, important institutional knowledge has been lost (along with many of the organization's top performers), creating gaps in ownership of critical work. In some cases, teams are left unclear about who is responsible for key work or how certain work should be carried out. This has contributed to inefficiencies, increased silos, and reduced collaboration across teams.
The current leadership approach has also centralized many decisions at the executive leadership level and introduced additional layers of approval. This has contributed to a culture of micromanagement, frustration among teams, and slower progress for groups trying to deliver results. Employee engagement appears to be declining, and several experienced employees have left or are considering leaving the organization.