Every initiative gets dropped, be prepared to take a lot of time away from your duties to be in endless meetings that are burdensome. They went through a process improvement initiative, a referral program, a company culture shift initiative, an IT initivative, a sales and leads initiative, and every single one of them fizzled and was never completed, not because employees did not follow through, but because management did not follow through. You have to be prepared to not receive straighforward talks from your supervisors, clarity is difficult to come by. There are no real KPI's or standards measured, it's all a kind of blurry, confusing standards. The most difficult part, is staying enthusiastic each time a new initiative is brought up, which after you catch on, is very hard. They make you switch desks constantly, I'm unsure what this is for, but they consider it a part of the company "culture" people can be moved up to two times a month, which adds to the uncertainty over the teams and the initiatives. The reality is that turnover is very high, and in the time I was there over 25 people left or were let go or left, which in a company of 30 people, is a a lot. I am grateful to have been in the position to learn there, but I am also saddened by some of the missed opportunities.