These comments reflect experience within Abbott Diabetes Care.
• Culture can feel political and risk-averse, with difficult issues often addressed indirectly rather than transparently
• Decision-making is slowed by multiple layers of management, many of whom appear focused more on managing upward than enabling teams and execution
• Long-tenured management structures can create limited accountability, discourage new ideas, and make modernization difficult
• Some leadership styles feel hierarchical and dismissive of dissenting viewpoints, making it risky to challenge the status quo
• Strategic thinking and decision authority are concentrated among a relatively small group of senior leaders, creating bottlenecks and limiting innovation
• Office environments and ways of working often feel outdated compared to more modern organizations
• Organizational responsiveness can be frustratingly low. Routine requests, decisions, and communications often require multiple follow-ups, creating unnecessary delays and reducing accountability
• Promotions and performance assessments often lack transparency, leading employees to question whether advancement is based on impact, visibility, DEI, or internal relationships
• Employees navigating significant career or life transitions may experience varying levels of support, visibility, and development opportunities, making career continuity and progression feel less predictable than they should be
