Interesting to see how the company's first industries, chemical and oil and gas projects, have infiltrated other industries they've acquired through M&A, where these first industries practices are 'force-fed' into the natural practices of the acquired, other industries. A cultural stew that didn't always work. There's little emphasis on talent management and more on 'process' improvement. Benefits were average and existed as such in order to be competitive, just like the company's competitors. Nothing unusual here. Employees knew this lack of expertise in best management practices, coupled with an emphasis on things impacting the bottom line while not considering the people, after awhile caused employees to become disengaged, unless they had a progressive manager or office, or they happened to be one of the 'chosen few'.
While I show 'no opinion' about Craig, I do believe leadership greatly impacts the success of the company. With the loss of the former CEO stepping down, the values reflected this loss and took on the current values of the CEO in ways that were both positive and not so. I withhold judgment since I have not walked in these shoes, but suffice it to say, many a good folk who were there for the long count have voluntarily left to places that match their values.
