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Strategic Directions International Overview

Los Angeles, CA (US)
1 to 50 employees
1981
Company - Private
Biotech & Pharmaceuticals
₹100 to ₹500 million (INR) per year
Unknown
SDi and our parent BioInformatics combine to form the leading research and advisory firm serving the life science, analytical instrument and diagnostic industries. Our expertise includes assessing the size and attractiveness of markets, optimizing product configurations and ... Read more

Mission: We are a full-service firm utilizing both “bottom-up” and “top down” research methodologies.

Strategic Directions International Reviews

4.0
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Craig Overpeck
0 Ratings
  • "The Old SDi Was Better"

    StarStarStarStarStar
    • Work/Life Balance
    • Culture & Values
    • Career Opportunities
    • Comp & Benefits
    • Senior Management
    Former Employee - Anonymous Employee in Los Angeles, CA (US)
    Former Employee - Anonymous Employee in Los Angeles, CA (US)
    Doesn't Recommend
    Negative Outlook
    Disapproves of CEO

    I worked at Strategic Directions International full-time (More than 8 years)

    Pros

    Beyond flexible. Office feels like a small family with all the quirks that come with it. Great exposure to a lot of tools and methods, open to creative solutions, high degree of "guided autonomy." Open door policy is wonderful. No ego's. West-coast management is very reliable, helpful, and hardworking. Without the inundation of the new parent company, there is much to praise about SDi.

    Cons

    *Pre-Acquisition (Before Oct 2014)*
    Very easy to get complacent and lose interest. Secrecy involving financial information. Everything is ad hoc and a formalization was out of the question. Commissions could be better.

    *Post-Acquisition (After Oct 2014)*
    (New) management has changed the company rapidly since late 2014. Lot of closed doors that weren't there before to make the appearance of a growing company. Effort to make processes more important than they really are in order to have people feel valuable creates an emphasis on non-value added activity. Obvious disconnect of common activity with new management is frustrating. Frequent reiteration of hierarchy is annoying to put it mildly - it's a farce that half the company's total employees are considered "managers." There always seems to be too many heads on a problem or project that could otherwise be solved with little effort. New management likes to speak in vague maxims rather than lead - leaves so, so much to be desired and this really drains employees. Bi-coastal education/background differences are markedly different and that creates communication issues almost daily. Meeting redundancy is an understatement.

    Advice to Management

    New management needs to stop talking so much and so vaguely and actually start doing something.
    Stop pretending to be a billion dollar company and recognize the strength in a small enterprise with capable employees - play their strengths! Moving towards role compartmentalization only works if personnel is willing to work towards a common goal.

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