The organization is not stable. Changes occur every 3 to 6 months. They are gearing up for an IPO thus lots of pressure on revenue growth and profitability, which isn't a bad thing. However, this leads to very quick "reactions" that result in changes it direction, org structure, and/or leadership.
During the recruiting process they really push the Medallia culture. I have found the culture to be a bit dysfunctional for several reasons. First, there is a leadership vacuum that leads to decisions not being made. This has setup a dynamic where schedules are over run with meetings like I've never seeing before. Everyone has to attend every meeting because decisions are made by concusses. And if someone misses a meeting where a decision was made, they usually then object and the whole decision making process is started over again.
Second, the culture is not genuine. In public, everyone talks about how great it is. But 1-1, there is a lot of discontent. The majority of the people in their 20's and early 30's. Very little experienced management. I'm not sure if it is because the lack of age diversity or if it is a result of the "feedback culture", but I have found the culture to be judgmental and "catty". The culture have become very "cliquey", and if you are not in the "clique" there is a lot of nit picking of performance and/or judging of capabilities. Part of this is also the result of "promoting" a person to a manager with just a single employee under them. This leads to multiple layers, micro managing, and a lot of jockeying for position.
Third, while there haven't been any mass layoffs, there are on-going "silent layoffs". As the teams are reorganized, positions are eliminated, job functions are changed, and people are let go one at a time.
Finally, there is very little follow through on commitments to individual employees. I have seen numerous examples where where what was promised during the recruiting process turns out to be different when the person arrives, or commitments to move departments never materialize.
