- The culture here is generally toxic and unhelpful. Everyone is unhappy and it feels like no one cares anymore. No one cares about their KPIs, about working collaboratively/together to make something happen...everyone is miserable and just does the job because they know they won’t get fired (because they can’t hire anyone, because no one in Nestle USA wants to touch Gerber with a 10-foot pole)
- There is absolutely no strategic direction, C-suite level and Zone-level (i.e. Swiss Nestle leadership) cannot even articulate what the strategy of the business is
- No true processes, no true S&OP, no project framework, nothing. This is the wild, Wild West of Nestle operating companies. Things constantly fall through the cracks or happen without the right people in the room, things take forever to get done, or sometimes things become so chaotic and their are so many cooks in the kitchen with no real process to guide them, that the whole task at hand ceases from moving forward as everyone is having decision paralysis.
- Nepotism at its finest. The new CEO keeps bringing in all of his Nestle and Wyeth buddies to run the company. Almost all director and C-suite are Nestle lifers. No fresh ideas, no new ways of working, no guidance or direction from anyone “steering the ship”.
- Company has lost market share consistently and has way too many SKUs and an incredibly over-complex supply chain that makes it difficult for anyone to actually do any strategic work, as you are so focused on just keeping the wheels on the bus (and even that becomes difficult to do more often than not).
- Company is run by marketing. Past 2 CEOs were marketers and the CMO is toxic. The toxicity is pervasive and often times the marketers will ask you for stuff and drill you on stuff but when you ask them for something, something as simple as a report, it’s like pulling teeth. Not a collaborative environment of the commercial side.
