A perfect example of faking it 'till you DON'T MAKE IT - Recensione dipendente - Dipendente anonimo presso Elanco

1,0
28 apr 2021
Dipendente anonimo
Consiglia
Gradimento del CEO
Pronostico commerciale

Vantaggi

Benefits inherited from parent company prior to divestiture

Svantaggi

An organization plagued by a constant rant about their parent company (Lilly) and how they think they're better (they truly have an inferiority complex). The worst thing is this starts from the very top of the organization. Also, there is a lack of professionalism and accountability throughout the organization; not to mention a lack of direction given that they've gone through 5 Chief Marketing Officers during the last 3 years. If you have experience working for respected organizations, don't expect the same from Elanco if you decide to give this company a try.

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Risposta di Elanco
5y
Thanks for sharing your thoughts. You are right that Elanco has spun off from Eli Lilly and it takes time to become a solid, independent company. Moreover, the acquisition of other organizations create further changes that require adaptions and changes of directions. With our vision ‘Food and Companionship Enriching Life’, our IPP strategy and with Racquel Harris Mason, an highly experienced Marketing professional as CMO, we are now moving a clear path forward.

Esplora altre recensioni su Elanco

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

Vantaggi

Treats interns well by providing PTO during the summer shut down

Svantaggi

Didn't really have any issues with the internship.

2,0
20 feb 2026
Consiglia
Gradimento del CEO
Pronostico commerciale

Vantaggi

Plenty of great, passionate coworkers who work hard and collaborate. I had a lot of professional flexibility and my job was always interesting. Process teams on the manufacturing floor is a great system. Offsite resources, especially technical experts, are great.

Svantaggi

Expect to be firefighting constantly and frequently fighting against an aging facility and outdated processes. No unified vision or clear prioritization from management. Misalignment between site leadership and upper/off-site management created sustained operational friction and stress for employees. Leadership turnover was frequent, contributing to ongoing instability. Because of all this, there was a super low morale and a feeling of widespread fatigue. Inconsistent communication and decision-making standards contributed to a low-trust culture, including regular informal discussion of colleagues and unprofessional and sometimes intimidating behavior in meetings. Performance feedback and perceived value were highly dependent on shifting leadership dynamics rather than consistent, objective criteria. Employees could move from being strongly supported to heavily criticized with little change in actual performance. Although a nine-box review process was supposedly used, individual outcomes were not transparently shared with employees. Onboarding and training for specialized roles were underdeveloped. Compensation was just fine for workload and scope of responsibility.

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