Where to begin.... Management claims to be "engaged," but is either unwilling, unable, or uninterested in helping employees. After a new CEO was appointed by Spectrum 99% of management, good or bad, was slowly let go to make room for new people. While some change was inevitable, it became clear after a while that the "business transformation" was an excuse for the new GVP to bring in his own team, many of which are his friends. Some are good people, but many are glaringly incompetent which affects not only moral but productivity as well. They are now on their third “re-org” or whatever term they want to use in its place. Admittedly the company was struggling, and too operations focused while losing site of a larger picture, but from a culture perspective the only that changed was the migration into a marketing organization that talks the talk without delivering much of anything. Millions has been invested in new tools and products that sit on the shelf unused. Agile development methodologies have been implemented, which would have been a plus had they been used for speeding up dynamic development, but instead their apparent primary purpose is project and time accounting. A massive amount of productivity man-hours at the company are lost in endless meetings. Advice and activity from the lower levels of the company has gone from "ignored" to "non-existent" as employees quickly learned that anyone who speaks up will be let go. Navisite has a long history of being very disorganized from the top down, and twenty years of revolving-door management has not helped in this regard at all.
Despite chronic short staffing in engineering and (most particularly) development the new theme seems to be to load up on new directors and vice presidents. Many have no one reporting to them. Most have no clue about business details or operations. Navisite is admittedly a complex business, with a vast product portfolio and customized clients, but the result has been a vast uptick in "we are going to do this, this, and this" but without resources to actually execute the business plan the company just flounders. Improved marketing hasn't resulted in many new customers, while the existing customer base slowly declines. Regardless of the external image that wants to be presented there is a core group of engineers that band-aids engineering and operations together as best they can. Again, Navisite pays well, but when they finally get fed up and look elsewhere this company could well collapse within months.
From a micro level last year the Andover office got an overhaul with an open floor plan. Noise and distractions are constant. Personal space is non-existent, and getting work done has become enormously difficult. Work from home abilities were taken away (without explanation), despite most only doing it once per week. Morale is low, and negativity high. New products are released half-baked without anything near operational readiness (primarily due to short staffing). The onboarding process is non-existent. Career opportunities used to exist at Navisite, but are no longer available.
