Toxic culture in Sydney office. Gossip is unfortunately a normal bi-product of corporate offices, but it is intrinsic to the culture in the Sydney office, often instigated and perpetuated by Sydney office-based country leaders.
Lack of commercial and people leadership experience in country manager and appointment of people to vital commercial roles with little to no relevant experience.
Very little opportunity to learn new skills. Systems are globally managed with no country autonomy. Recent new systems are based on technology most multi-national corporate companies have had in place for years. Exposure to new and innovative technology is non-existent.
Lack of innovation in processes. New ideas are not welcome, from global to countries this is the same. Change is not embraced.
Product and market are static. Product launches or innovations are few and far between with very little focus on product development, creating an environment that runs much the same year after year. Only real impact is macroeconomic dynamics or changes in customers strategy.
Highly reactive to changes in customers strategy. Positive culture of customer centricity creates a very reactive environment when key accounts change their strategic objectives.
Country manager has created an environment where Australia operates in a silo outside the regional and global teams. Difficult to build bridges with regional and global counterpart’s post impact of country managers past strained relationships.
Hierarchical culture where country manager takes role of representing country in all projects regardless of subject matter expertise availability within the Australian business.
