ComfortDelGro Reviews

ON LEADERSHIP - C-suite level folks are mainly from the army; they delude themselves into thinking that running a commercial is the same as running a military battalion. In reality, they are incredibly old school in their management styles i.e. top-down, unempathetic, blame culture and prefer to direct instead of collaborate. - Operates in military ways using scare tactics and senseless pressure. Many have voiced out that they feel insecure about their jobs due to this, and have left the company for more secure roles. Direction from management frequently flip-flops which makes things really disruptive. - Other leaders who are not from the army are either spineless or indifferent. They are probably there just to get a high monthly salary. - Leadership is also not strategic and sets unrealistic targets. They do not perform proper business analysis before setting out to work on initiatives leading to negative ROIs. - All-in-all, the culture they have created is a very distant, uncollaborative and blaming one. PRODUCT TEAM - One influential person in the product team of the organisation is an absolutely toxic person. His means are akin to a dictator's; micromanages and undermines his people, causes chaos within departments, does not allow others to speak by talking over them and raising his voice, threatens people with their jobs, etc. - He does not collaborate with cross-functioning teams. Instead, he puts forth a direction and fights everyone who differs in opinion. At times, it feels like he is prioritising his ego and his need to win above doing quality work. - He only cares about quantity and not quality. This is evident from how he prioritises speed to market but often results in bad outcomes or multiple delays. In such scenarios, he starts to find fault with his own team members or other cross-functioning team members. I have NEVER once seen him admit to his mistakes. HR - The fact that they can allow the above to happen shows how ineffective they are at their jobs. Inquiry was launched on the aforementioned person from the product team before but nothing has been done. - This also shows the candidate screening process has been subpar Advice for the board is to review the people you're putting in power immediately. This change needs to start from the top.

Since December 2022, we have encountered significant challenges with a particular individual in the product team at Zig. This person, unfortunately, has demonstrated a lack of competence and an excessive desire for power, attempting to restructure the reporting lines to centralize control within the product team. This approach has created tension and discord among colleagues, fostering a negative atmosphere. This individual has used fear tactics, particularly targeting those on foreign passes, to manipulate and intimidate. Capable team members have been subjected to bullying, while this person presents themselves as a problem-solver to senior management. These actions are not only disruptive but also undermine the team's cohesion and productivity. Moreover, this individual's close associate, who also employs similar bullying tactics, has contributed to creating a hostile work environment. Their strategy appears to be to eliminate qualified team members to avoid being overshadowed, using gaslighting techniques to maintain their positions. Unfortunately, their behavior has repeatedly misled management. The virtual leaders within the team, although responsible for significant portfolios, have not matched this individual's theatrical approach, often conceding to their manipulative tactics. Despite reports to HR, the response has been inadequate, as the behavior is not being recognized as bullying, leading to increased emotional and work-related stress. The current situation has negatively impacted Zig's potential to develop a robust taxi and mobility business in Singapore. Without these disruptive influences, our workplace could thrive, fostering innovation and stability in our passenger and driver applications.