The main concern lies with how things are run, especially in the India office. There’s a very top-down, old-school way of working—what many call “MNC-Lala” culture. The India Country Manager tends to micro-manage, and there’s a lot of favoritism. Promotions and visibility often go to those who are in good books with the leadership, not necessarily those who perform well.
What’s more frustrating is how the focus shifts whenever senior expats visit. The office suddenly gets deep-cleaned, decorated with rangolis, and gifts are handed out—on the company’s dime—just to impress visitors. Instead of discussing real challenges or project progress, the Country Manager turns into a cultural tour guide, showcasing “Indian hospitality” rather than business outcomes. It often feels like more energy goes into appearances than actual work.
There’s also a fair bit of internal politics. It’s not uncommon to hear senior leaders criticizing each other, and the Country Manager often refers to himself as the sole authority in India, which makes collaboration difficult. Performance reviews feel biased. Some people are constantly praised and showcased as “top talent,” even when their results don’t really back it up. Meanwhile, others who work hard behind the scenes get overlooked.
