PMI once had a strong, collaborative culture, but in recent years it has shifted toward a more toxic environment. Many long-tenured employees dominate decision-making yet often focus more on fault-finding than problem-solving. This has created a climate where accountability is rare, and resistance to change is high. If leadership continues to rely solely on these voices, progress will remain stalled—if they truly had the solutions, issues would have been resolved years ago.
The HR function feels disengaged. In situations where employees present legitimate concerns or evidence to counter claims, there is often no follow-up or investigation. Close personal networks between certain managers and staff create a pattern of protecting each other while deflecting blame onto others. This behavior has become normalized, eroding trust across teams.
There are also troubling leadership practices, such as approving work based on unvalidated assumptions, avoiding ownership of those decisions, and, in some cases, ending employment prematurely without allowing individuals a fair opportunity to demonstrate performance. This shift has damaged morale and led to the loss of talented employees who could have made a positive impact.
The organization promotes modern project management principles, but the reality does not always match the message—some project leaders still lack familiarity with fundamental frameworks like Kanban. The result is inefficiency, missed opportunities, and a growing gap between stated values and actual practices.
