I was worried about moving to another company trying to fimd its way through org issues. I was hired to help sort out product organization and got a real dump on the issues. They are substantial and highly political. They were real with me.
Here I am weeks later in the middle of chaos and happier than I ever could have been at WF. The difference between the orgs is simply this: Cultural hope.
They are tired overworked burned out and scared too but they know their leaders are engaged and working just as hard as they are. Theres a trust in the competency and a track record of incremental progress marked by jumps that have led to some serious progress. That's an IT definition of hope.
Wells' issue I think that the amount of turnover in leadership (100% at the top and perhaps 60% one down) and how that is observed by lower levels as thrash, not strategy. This is borne out by the further unexplained turnover of sometimes even the new hires and the lack of communication, vision, wrong focii and no hands on leadership.
RTO, Rainbow initiatives, vaccine noise and employee surveys are not important.
Whats important is simply this: What is IT going to look like, how long will it take and how do I fit into that. For the business, it should be a clear product vision with the same criteria as above with a support infrastructure for a business to IT liaison strata.
I need to know you have a plan and how to work that plan, not aspirational coffee talk about how ypu are placing band aids and delaying until Charlie is fired.
I need to see my leaders in a room for a week hammering out those details for the new state with a clear vision being communicated after.
How are we accepting of half answers, mystery reorgs, lack of comms and fear? Why are people still asking about RTO when the walls are falling in around them?
Get serious get focused and start asking HARD questions of your leadership.
Stop making the top three questions for every meeting : RTO, VACCINES and WHAT ARE YOU READING