Bad Management - Recensione dipendente - Dipendente anonimo presso Fractal

1,0
2 feb 2014
Dipendente anonimo
Consiglia
Gradimento del CEO
Pronostico commerciale

Vantaggi

CEO and management team in India is good

Svantaggi

Senior management in US is dysfunctional. Most are bullies with no corporate experience. They have great designations but don’t know how to manage people. They don’t set good example for juniors. One of their most senior employee keeps bragging about how the US office was setup by him, and he is hounded by MSigma to join them and has so many offers from companies.

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Risposta di Fractal
12y
Thank you for your perspective and sorry to know that you aren't enjoying yourself at Fractal. Please reach out to me to discuss your specific issues, should you think I could be of help. Regards, Srikanth

Esplora altre recensioni su Fractal

5,0
21 mag 2026
Consiglia
Gradimento del CEO
Pronostico commerciale

Vantaggi

Good place to work Friendly lead

Svantaggi

Swtiching project will be hectic

3,0
25 apr 2026
Consiglia
Gradimento del CEO
Pronostico commerciale

Vantaggi

The company's client centricity is exceptional, with a deeply embedded focus on delivering value, reflected in a strong and loyal client base built on high levels of trust and credibility. There is a significant commitment to AI research and forward looking capabilities, alongside a clear investment in building a people first culture over time. The company is well regarded in the market with a strong foundation for continued growth

Svantaggi

TMT suffers from ineffective leadership at the helm with little visible effort to grow capabilities or drive meaningful outcomes. Exec contribution to growth is largely absent, making the net impact negative. Cultural values are not consistently reflected in day to day execution. It has a pattern of positioning other teams negatively including Growth, Tech, AI, and PA rather than partnering, which creates real friction with them resulting in loss of opportunities. There is genuine talent within the team being held back by leadership that prioritizes internal politics over building real capability, resulting in shallow vertical capabilities. The gap between what the company expects and what leadership enables the team to deliver is significant and consistently unaddressed

4
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