Cost is prioritised over actual value
There is a consistent pattern of shifting roles to lower-cost locations without fully accounting for:
• knowledge loss
• delivery quality impact
• increased coordination overhead
On paper, it looks efficient. In practice, it creates a weaker system.
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The operating model is becoming more complex, not simpler
Work previously handled by one experienced person is now distributed across multiple individuals, often requiring additional oversight.
This leads to:
• slower execution
• diluted accountability
• increased dependency on coordination
If more people are needed to achieve the same result, this is not optimisation - it’s inefficiency.
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Leadership narrative vs. employee reality
There is a growing disconnect between what leadership communicates and what employees experience.
At a time when teams are dealing with layoffs, instability, and real financial pressure, leadership messaging can feel strikingly out of touch. Public-facing narratives that highlight personal passions and lifestyle contrasts only reinforce that perception.
This isn’t about communication style - it’s about credibility.
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High performers are not being retained
There is no visible, consistent effort to:
• protect experienced employees
• retain high-potential talent
• preserve institutional knowledge
As a result, the people who hold the organisation together are leaving - and the impact is underestimated.
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Shift towards a transactional model
The focus is increasingly on output and volume rather than value and expertise.
This risks turning a strategic service into a low-margin, low-trust delivery function.
