A culture of blame and fear within Canadian IT Team - Recensione dipendente - Project Manager presso Chubb

2,0
13 mar 2018
Consiglia
Gradimento del CEO
Pronostico commerciale

Vantaggi

* Unlimited smoke breaks for those who require it * Hours are flexible you can show up when you want * Leadership on the same floor. Unlike others who do not sit with their teams * Additional flex days are great

Svantaggi

* Hard work counts for nothing, its all about who you know and smoke with. * The level of micro management is off the chart,it is strongly discouraged to do anything without the entire IT leadership reviewing first (which often takes days for a simple change). * Lower level colleagues are great, but there is a big blame culture, nobody wants to sign off or make a decision without the one person at the top. If your project goes wrong the team quickly turn and begin to blame each other to shield themselves from the IT leadership. * The leadership for this department are very young and lack experience as managers, this shows when they are faced with challenges that requires professionalism and a level of finesse. * The team is constantly putting up roadblocks to avoid allowing the US to implement global initiatives for the better of the company. * If you do not conform or you have a different opinion then you are outcast from the clique at the top, you will find yourself singled out and outcast as the cool kids are given over the top recognition and move up.

Esplora altre recensioni su Chubb

5,0
18 giu 2026
Consiglia
Gradimento del CEO
Pronostico commerciale

Vantaggi

Nice people and great office

Svantaggi

Never really had a official tour of the office

2,0
22 giu 2026
Consiglia
Gradimento del CEO
Pronostico commerciale

Vantaggi

Business side is smart and is superb at their product

Svantaggi

The IT organization struggles with structural challenges that impact efficiency. The offshore-heavy model in India means US-based employees regularly work early hours to stay aligned, which is unsustainable long-term. The workforce is heavily weighted toward a high-headcount service model rather than investing in strong engineering talent — you need fewer, better engineers, not more bodies. Central tech functions are attempting to build platforms, but without a clear shared understanding of what a platform actually means, these initiatives remain incomplete. The result is heavy manual workarounds propping up half-finished solutions. Strategic direction shifts frequently, and ongoing layoff announcements make it difficult to plan or build momentum.

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