Too much busy-ness, not enough real deliverables
Pros
Great physical working environment Energy Strong aspects of the culture Openness of Mark Zuckerburg
Cons
Incorrect understanding and execution of the company values: Value: Done is better than perfect - the incorrect interpretation is that done and perfect are mutually exclusive, no-one wants to do anything that is perfect. Value: We [managers / leaders] are non-directive - incorrect interpretation is that managers do not need to provide direction, the result is that manager are ineffective and simply try to please employees. Value: Make an impact - incorrect interpretation is any impact is a good impact, the actual impact of this is that there is little significant impact. The company has many conflicting ways of working, for example the short term review process and the want and need to take risks and innovate. The result is that employees do not want to take long term risks as they will be penalised in their next review. There is a PIP (personal improvement plan) process to help those underachieving to get back on track. This is only effective at removing people from the company and during new manager training (FME) managers are informed that most people (>80%) that are placed on a PIP leave the company. At the same time the company prides itself on the ability of employees to have tough conversations (Crucial Conversations is a class employees are encouraged to attend) yet no-one has these tough conversations. There is a reliance on processes such as the PIP process to remove people from the company rather than having direct conversations.
