We have a India CEO, who gets to a level of few following: Correcting design level changes at a check-box positioning level, intimidate some of the most senior product folks in writing a simple use case scenario, influence SF developers in writing the code the way he feels (because he comes from a SF background). Not only micromanages but also asks other managers to do the same and people like us gets micromanaged from every aspect. Yeah, read it again, this is from a India CEO. Basically a Product Manager / Engineering Manager / Staff Engineer / Technical Architect / Program Manager / Test Manager - All in one
Person who doesn’t trust his own team. Who probably don’t even know the M of what motivation means and believes this is not part of his JD. Shy away from recognising / acknowledging good work from the team.
There is a severe iteration in the company already (not sure if this matters to the HR). If this thought process doesn’t change, then the organisation will loose even the small portion of talented folks remaining and end up paying a huge price for revival. Don't use your brain, just follow instructions, and hence no creativity expectations.
Last set of folks who are remaining, are anyways looking to complete the minimum tenure required to get the loyalty.
Overall a high-risk organisation for people who are joining just for 20% to 30% hike.