Even three years after the IPO, it feels like Jive is still working through puberty. We're still trying to figure out how to make it as a big company and ultimately what strategy will make us most successful in the market. This results in some necessary pivots and tactical changes, but it can be overwhelming as the message is pushed down the ranks. Sometimes Jive is that roller coaster with enough drops and turns to make it exciting and sometimes it kicks it up a few gears and it feels like everyone is going to puke.
There's a fairly large emphasis on producing results as soon as you can here. While I don't necessarily disagree with this approach, it is a detriment in our training programs in general. We don't invest in roles that will improve respective department training programs over roles that can help the bottom line and those people who have ramped up are pressured to move the company forward rather than spending time adding to what training literature or process we have already. That being said, we've made strides in improving this compared to the past and I know this is something that is top of mind for a lot of groups.