Strada suffers from the typical corporate dysfunction one would expect of a company of its size. Executives speak from a place that feels extremely disconnected from the workers completing the hands-on work. Strada is in a critical transition, standing up independently from its prior company, Alight. That transition, particularly separating the technology, has been a disaster of epic proportion. Seemingly NO planning went into the critically important project, and a significant and unsustainable strain has been placed on colleagues and clients to solve for a problem that Alight/Strada created. Strada has had a long, complicated history of mergers, acquisitions, and divestitures that make up its current work force. The culture is chaotic and undefined, and it is a direct result of a makeup of dysfunctional corporate cultures that existed prior to Strada's creation. Numerous managers have been promoted beyond their level of competence and capabilities, leaving teams without leaders who can provide effective direction. Strada leaders are obsessed with a forward-thinking approach, always daydreaming of the next major change or product/service to offer clients, but with a chronic lack of ability to methodically and strategically plan for those changes. Unfortunately, Strada can't find a sustainable foundation for the products/services they currently offer clients, so building more on top of that is unrealistic, unsustainable, and quite frankly, hilarious. All areas of operation are struggling to meet current needs due to lack of workforce. Strada will recognize that it is operating way too thin to meet needs one minute while secretly performing a RIF the next. Strada suffers from a chronic lack of documentation, one of countless examples of the lack of accountability the business suffers as a whole. While normally an approach of "that's not my job" is frowned upon in corporate spaces, Strada employees are forced to adopt that approach because one day you'll look up, and you're suddenly doing everyone's job. No one is accountable to the work their teams should perform, and operations teams are more focused on themselves than supporting client needs. Strada emphasizes a client-first approach, and yet runs so disorganized and dysfunctional that colleagues have to spend majority of their time navigating internal hurdles than actually supporting clients. SOPs are a disaster or non-existent, processes are totally undefined, ever-changing, and never documented. Systems are numerous and gaining access and understanding their purpose is unnecessarily complex. If Strada continues to build on this rapidly failing foundation, the longevity of the organization is certainly at risk.
