As mentioned in several reviews we are going through a large scale reorganization. At this point it has mostly happened at management and leadership levels, with departments being merged and most of the Executive Leadership being exited and replaced by internal promotions, while a few external recruitments at leadership level have been announced in Marketing, Finance and Sales. I read reviews complaining that some promotions may have been made based on popularity rather than competence. Like someone pointed out, I would say that it may have happened in some cases. However based on my own experience working or interacting with some of the managers who were promoted in the last months both at HQ and regional levels, that they were all very skilled and driven people, who know what they are doing and have been the real doers in the organization for years, when others who were sitting higher on the orgchart may have taken a lot of credit for their work, while spending time attending meetings across the globe and making questionable decisions, talking a lot about culture or sustainability but having very little clue about what was actually happening on the ground and limited interest in addressing any issue at all. Some reviews complain about being managed like a "tech startup": I actually did work for a tech startup before PMI, and I can assure that we are far from being managed like one. In fact, the excessive rigidity of our processes sometimes reaches such a level of absurdity that in fact you wish we were operating more like a startup. So if the new leadership is breaking silos by merging departments, simplifying how we work, eliminating overlaps, focusing on our mission, asking everyone to be accountable starting with senior leadership, being transparent about our performance and bringing new energy to the organization as Pierre seems to be willing to do, I personally won't complain. But I do understand that it can create anxiety and uncertainty after years when some managers - not all - were just comfortable abiding by rules and doing just enough politics to survive. As an example, one of the product teams managing an offer launched by a former CEO had 17 people for a total revenue of less than a million dollars, and honestly it was very hard to understand what they were doing, when other teams desperately need resources and support. It was really time for a change, and having a more professional leadership team is a welcome change.
