Project Management Institute reviews

Several points: - toxic and throat cutting culture. - management by fear and retaliation. Everyone is scared of the executives, especially the CEO who confuses management with authoritarianism. Have seen people (sometimes senior people) leaving meetings with him in tears. He quoted Elon Musk… says it all. - lack of respect and recognition. Only yes-sayers are well perceived. - The whole marketing strategy is aimed at promoting personally the CEO and few executives, who barely know what they are talking about when it comes to the core business (neither do I, but I admit I’m not a PM), and they don’t use SMEs from the community, putting themselves on front stage. - Trust, motivation and engagement among employees have been totally destroyed. People stay for the money. - CEO himself admitted that barely 40% of employees have confidence in leadership. (Probably the 40% of employees who answered positively knowing the survey was not anonymous at all). - Total misalignment between the outside perception and internal reality. Total misalignment between what is being said and the actions (psychological safety, management practices, etc.). - CEO performance is actually bad, the number of certification holders and members is growing naturally for years at a constant pace despite any of his actions. Big investments into AI (CEO’s pet project) and acquisitions that have led to no additional growth. Headcount keeps growing without any corresponding growth of revenue. The natural growth of the organization is still based on the PMP only and keeps the same trend for more than 20 years. No additional acceleration in revenue growth whatsoever since the latest CEO joined, despite of total turnover among the organization’s leadership, big empty announcements and shiny communication. - Keeps talking about « raising the floor » (whatever it means), but only for regular workers, not leadership obviously… and we have to face daily issues of our team members without being able to report any concerns from them or ourselves because we would face retaliation, and without the ability to support them because resources are allocated on random basis (working on pet projects) or favoritism.

Five restructurings. Four managers. Three directors. Zero strategic direction. Since CMO Menaka Gopinath joined PMI, we've witnessed a masterclass in value destruction. The formula: Take people crushing it in their roles, move them to jobs they can't do. Repeat quarterly. Call it "transformation." CEO Pierre Le Manh has failed at the one job that matters—delivering the new PMP certification. Thousands of credential holders are stuck waiting for PMP+AI+Agile modernized requirements while competitors eat our lunch. This isn't disruption. It's dereliction. Here's the kicker: PMI is a membership organization meant to serve professionals worldwide. But Pierre runs it like private equity. Costs get slashed, the mission gets forgotten, members become revenue streams. Meanwhile, resources seem misallocated. Pierre shows up to marketing all-hands reminding us we're lucky to have jobs in this market. He insists he's "not friends" with Gopinath—a denial nobody requested that only raises eyebrows. Together they've created a leadership structure that makes typical corporate dysfunction look organized. Marketing can't execute basics. Global regions? Abandoned. Field marketing? Ghost town. Local markets? On their own. The revolving door spins so fast we've achieved negative institutional knowledge. Gopinath restructures faster than she can hire, then fires people for failing at jobs that mutate daily. Her management style? Give explicit instructions capped with "make it cool." Cool remains undefined. When teams present work, she denies giving that direction and questions their marketing competence. The math: Entire marketing team job-hunting after hours. Stress levels impacting health and wellbeing. A department transformed from growth engine to cautionary tale. One year job-hunting confirms their single truth: Yes, the market sucks. Here's what's actually happening: A membership organization that should obsess over member value instead treats its educational mission like a cost center. While Scrum Alliance and other certification bodies innovate, PMI perfects the art of organizational chaos. This isn't a red flag. It's a five-alarm fire. PMI has become the worst of both worlds—private equity mindset without the returns, non-profit structure without the mission. Two executives treating a member organization like they own the place. The credential holders deserve better. The members deserve better. The profession deserves better. Run. Don't walk.