An obsession with billing, an amnesia to what the bill is for - Account Manager bei Computacenter: Mitarbeiterbewertung

In the three years I worked there, I found it is easy to become a cog in the corporate machine at Computacenter due to multitude of layers of management (this was my experience in the sales department). Due to its large size and physical distance between sites, the company has become very disparate and disconnected i.e. the left hand doesn't know what the right hand is doing. Also,the company is very inflexible in terms of decision making and inevitably has become extremely centralised due to its scale. If there is a problem, due to the top-down management style, it takes forever for senior management to recognise the issue, even longer to suggest a solution and often never get round to actually resolving it. I experienced continuous moves in offices, changes in team structures, management reporting lines, none of which seemed to make any significant impact at all. The current CEO is a salesman himself (an extremely successful one) and lives up to the old stereotype of a salesman - great on rhetoric, inspiring, but seemed far less interested in top class delivery than sales figures. This company is happy to spend a fortune on yachts, company events, new technology, management, but not seriously interested in investing in the people who work there or the infrastructure to support them. Once a deal has been won, generally the sales team will move on quickly to the next opportunity without any real interest in following through on the original deal. It seemed senior management would much rather put pressure on a person to effectively do two people's work than hire another person to assist - saving on costs - what they don't seem to realise is that this often ended up in that good quality person leaving, and then having to expensively hire and train a replacement who would often be nowhere as good as their predecessor. The staff retention rates there are a joke. In the teams starting in my first year ( normally 12-15 people at a time) there was often only one or two members of that team still employed after a year, many left simply because the job description they were hired for didn't match up in reality.