General Mills reviews

"Minnesota-nice" culture sometimes limits the candor of feedback Technical functions do not have a lot of input on business teams Lots of turnover on business teams, especially in Marketing Overly focused on diversity for the sake of diversity

Once you are an experienced CI manager there isn't much room for growth. The current VP and many of the older directors aren't good at managing people and expect people to stay motivated without any control over what positions employees are moved to in the organization. Unfortunately they aren't good at setting a vision for the organization or leading. While they can execute some best in class quantitative research the Senior CI directors don't' understand how to value the softer side of research or right brain thinkers. Their career model doesn't allow for much deviations there are a couple paths and if you don't fit into one of them it's harder and takes longer to get promoted. The CI organization made an attempt to look at 'future skills' and what it takes to be a good Consumer Insights person in todays world. Many of the future skills were more right brained and the organization is setup to reward much more left brain skills. The intent was good and the folks who put together the program did a good job. But in the end hard many of the Sr. leaders don't have strengths in that area and are not able to coach or train folks in these skills. The worst part about the culture their is the competitiveness. They don't have a win win attitude - it's always someone has to lose for another person to win - there are only a few Champions!. All their programs emphasis this Plan to Win, Champions awards, Company of Champions, etc.. While this is great when thinking about the external competition it doesn't foster team cooperation. It's really hard when you are up for promotion to the same level as your boss who hardly wants another person in his peer group to compete for a handful of director spots. A friend who is also a former mills employee put it best. "Mills has a way of making you feel like you are the worst of the best - once you leave you realize you've gotten a great grounding in strategy and best in class work that is valued outside of the Mills" I left after 20 years because I couldn't imagine working for the VP her potential replacements when I got promoted. Plus I found a great job at another big CPG which allowed me more room for personal growth. While I miss the great strategic frameworks and innovation mindset, I don't miss the lack of appreciation for what I brought to the organization. Now everyday at work I know someone appreciates what I do!