Diversity and inclusion initiatives often felt more performative than deeply embedded within the culture.
There appeared to be noticeable micromanagement at different levels, particularly where individuals were promoted into leadership roles without sufficient people-management capability or preparation. Under pressure, some leaders struggled to support and protect their teams effectively.
At times, the working environment could feel high pressure and overly cautious, where employees felt they had to “walk on eggshells.” It was also difficult when some of the individuals intended to support employee wellbeing were perceived as contributors to workplace stress.
Leadership sometimes seemed to give more attention to individuals who escalated criticism about colleagues rather than fostering a culture of constructive support and collaboration.
Career progression and recognition appeared to favour member/client-facing roles more heavily. While customer-facing teams are important, the contributions of behind-the-scenes teams such as software engineering, testing, IT, DevOps, and scientific teams did not always seem equally recognised despite their critical role in delivering the company’s products and services.