Huge variability depending on the team - there are immense pockets of disfunction, but some groups are kicking butt - Mitarbeiter (anonym) bei Expedia Group: Mitarbeiterbewertung

Good leadership and culture, good WLB

Large organization means structured, slow moving processes

Constant state of transformation is ripe environment for new hires and functional experts from big name tech companies

Pre-covid the culture was really special. Collaborative, engaging, people-centric, with a unifying mission to enable travel for the world. Since covid there has been a revolving door of executive leadership, and with each round, they throw out the current strategy to try something "new" without building from the current or past successes. Constant change, but no clear vision or strategy of what they are trying to change to. Lack of strategy and low risk tolerance leads to too many priorities with not enough investment to move the needle in anything. Quarterly layoffs, but executed quietly team by team so as not to make news. No psychological safety. Talent strategy since covid is to hire externally over internal promotions to gain "functional expertise" therefore difficult to grow your career. Siloed divisions not working towards common goal. Lacks operating model maturity needed for a company of this size likely do to revolving door of execs and priorities. A cash cow company with an identity crisis trying to be an AI innovator. Build vs buy mentality slows them down. Too many exec pet projects that aren't vetted with proper business cases.