● An overall lack of alignment between the ELT (Executive Leadership Team) and the wider business, with a general feeling amongst many that the ELT really didn't see or understand what was going on 'on the ground'. What often resulted were changes and decisions made and handed down that surprised and frustrated, often including conflicting decisions on hiring strategy and/or org structure that undermined existing teams and seemed to represent a lack of clarity and commitment in the overall strategy.
● The 'People First' culture was absolutely evident for the bulk of my time at Kinaxis, and was a massive plus, but unfortunately once financial targets were missed it very quickly felt abandoned, along with any loyalty to the employee base as a whole. What resulted was huge uncertainty and widespread lack of morale across the organization resulting from the cuts and general turbulence that followed, which, again, the ELT seemed oblivious to.
● Whilst there are a lot of excellent people in place with great ideas and a willingness to execute, hands are too often tied, with too many layers of sign off and slow turning beaurocratic wheels making it difficult to influence and enact meaningful change.
