GSK reviews

Leadership in some teams is fear-driven and control-oriented Roles and ownership are unclear and keep shifting Culture is heavily focused on showing importance rather than doing meaningful work A lot of activity, meetings, and communication, but relatively little real execution Performance is judged more on perception and visibility than actual outcomes Low psychological safety – asking questions or seeking clarity is discouraged Excessive urgency culture even for routine work Poor work-life boundaries with frequent late-night and weekend emails Matrix structure increases politics and finger-pointing Learning & Growth Very little genuine professional learning happens beyond understanding internal politics, survival tactics, and perception management. It’s more about navigating power structures than building skills or delivering impact. Culture The combination of pharma legacy (hierarchical, risk-averse) and a poorly executed matrix model creates ambiguity, insecurity, and constant pressure. Ambiguity often feels intentional.

Too many organizational changes prevents continuity