- Truest definition of a toxic workplace and culture. Especially within the CX organization under Shu Roy. Anyone considering a position with Altice USA/Optimum, do your homework and ask any current employees about the "culture" and morale of the organization. Especially regarding the massive turn over and purging of talent.
- Leadership expectations heavily misaligned with skill sets, passion, and value the teams can perform and produce.
- "Dog pile" approach to problem solving with very little guardrails or clarity on roles and responsibilities. Teams cannot self organize in any effective manner when everyones role is transforming the business without clear definition of what that specifically entails.
- Death by 1,000 meetings and check-ins. It's remarkable how teams can accomplish actual work with the sheer amount of required status meetings.
- Most abhorrent nepotism ever witnessed. Numerous examples of favoritism, misogyny, and verbal harassment during team calls/meetings with senior and executive leadership. Large majority of the CX team comprises former Xfinity Home (Comcast) members.
- Extreme lack of servant and empathetic leadership
- Hired multiple (almost countless), senior leadership positions with no support staff to execute. This has led to massive burnout and severe attrition across the board
- Constantly shifting priorities and goals -- There is ZERO yearly or quarterly planning in any effective manner. For the CX Org, every 1-3 months there are new pillars/goals that supersede those established just a few weeks or months prior.
- Product quality -- Garbage fiber network quality and mobile service are the biggest drivers for poor NPS and customer attrition.
- Truthful and genuine NPS survey feedback is met with hostility and threats, influencing many not to honestly participate
