Pros
I loved my tenure at Paramount, particularly the company’s commitment to organizational change management. The tech organization deeply understood that people were central to the success of transformational activities. Sponsors were often laser-focused on the real impacts of change, elevating change champions to help make transitions practical and effective. The mantra of "One Paramount" was key to how we worked and approached initiatives—change for the people by the people.
Cons
Things began to shift when the previous CEO was let go in anticipation of a merger. The focus moved towards a core versus non-core activity model, and that recalibration is still in progress. While this might be necessary for the business, it feels like some of the original collaborative energy has been redirected.