Pros
The only thing keeping me at GIBB is its hybrid working policy.
Cons
This organisation exhibits a pronounced structural imbalance in which enabling functions exert disproportionate operational influence. Core support divisions—including Human Resources, Finance, Information Technology, and Quality—constitute the majority of the workforce and effectively dictate enterprise‑wide decision‑making. Despite their scale, these functions continue to rely on outdated, inefficient systems and demonstrate limited willingness to modernise, resulting in persistent operational drag and administrative bottlenecks. The leadership culture normalises uncompensated overtime, with no provision for time‑off‑in‑lieu or equitable workload management. Compensation structures fall materially below prevailing market benchmarks, yet internal benchmarking processes consistently validate them as competitive, raising concerns about methodological integrity. Performance management practices further undermine accountability. Advancement is largely attributed to collective outputs rather than individual contribution, diluting merit‑based recognition. Quality governance is centralised at the highest executive level, yet expectations, deliverables, and evaluation criteria remain ambiguous. Despite this lack of clarity, the Quality function retains significant authority over performance ratings, remuneration outcomes, and career progression, often exercising this influence through punitive rather than developmental mechanisms. The Finance division routinely issues directives outside its technical remit, contributing to operational rigidity and reputational challenges, including delayed payments to external stakeholders. The IT function operates with entrenched job protection behaviours, frequently impeding technological progress and organisational agility. Business Development represents a notable outlier, characterised by elevated remuneration and minimal accountability structures. Output volume appears to have little correlation with reward, and the associated Marketing function demonstrates similarly limited operational effectiveness. For technical professionals, the practical reality is that a substantial portion of their workload is diverted toward compensating for inefficiencies within these support functions. Deliverables are frequently dictated by administrative requirements rather than project needs, and interactions are often accompanied by coercive or compliance‑driven communication.