• Disorganised Leadership – The priorities are constant flux. There is a quarterly senior management (C-level) meeting where they present new initiatives and strategy, and in each quarterly meeting the strategy keeps on changing. Sometimes focus is on SMEs, then it is switching back to wholesale and other logistics companies. In the day-to-day work this manifests itself with priority of customer onboarding often changing several times during the same week. • Project overload – Priorities are never set, they are generally just pushed downwards the hierachy for people to deal with. This normally ends up being manifested as expectations of working overtime. • Lack of vision and strategy - There is no clear idea on how to develop the business and where to take it in the future.