The top management has a fundamental decision making problem, not carefully analyzing all the data, not considering all people and stakeholders opinion, actually I could say the decisions are taken by instinct or listening just to one-two managers, not necessary qualified but who gained the "trust" of the top manager. A typical issue in the small companies, but not acceptable in a group of this size.
The above situation leads to wrong operational decisions and confusing strategies for the operational teams, with many changes and new added ongoing projects with out finding solutions to the previous initiated ones.
From a qualitative approach the company moved to a quantitative approach, this way loosing professionals that helped building the company in various regions world-wide and attracting cheap unqualified people.
Again, it was a great company to work for, but now I am sure it will be challenging for any professional that is willing to contribute and be part of a professional environment. Decision are taken in the ivory tower by a small group of people, independent of the field challenges and people’s opinion, fact that can become quite frustrating for the operational side. When I say decision I am not referring just to the group ones, but to the local ones as well. So their "glocal" strategy is simply not applied.
Last but not least, many of the top and regional managers are lacking in critical managerial abilities, thus all is good until you have to directly interact with them, but of course it cannot be generalized. My personal case was, I didn’t leave the company, but the manager.
