-Decision making at the top of the company (C-Suite to VP level) is totally disconnected from the people working to bring their plans to life. Decisions on vision and direction are made unilaterally by business unit leadership with little/no input from people who do the work to bring those visions to life. These goals are often communicated poorly, leaving the team unclear with our direction and without a clear target to aim for.
-5+ years into operation, the company continuously makes fast pivots in search of fast revenue, driven by meeting goals set by Leadership. This has churned through many users/organizations has left reputation in the dirt.
-The company has drifted far from their mission of "saving the world by empowering farmers to be more successful." Instead, the company has found success serving organizations, such as Grain Marketing Advisors, which work for Farmers but eventually reduce Farmer profitability. This was admittedly done because it was easier to find success with GMAs over the Farmers themselves, but doing so reinforces the existing way Ag does business and means Indigo isn't really being disruptive at all, they're building empowering the status quo.
-The Technology organization is complicated and operationally weak. The Tech org is large with functionality shared across teams but developed by isolated Engineering teams. When trying to build anything, it is unclear who needs to be involved to make sure everyone is properly looped in. Projects often have critical flaws identified late into the development cycle, leading to delays. This affects everyone on the Tech team, Product Design and Engineering alike.
