● Communication from senior management is often unclear, and their decisions frequently feel disconnected from the realities of day‑to‑day operations.
● A Strong emphasis on lean projects for the sake of “showing progress.” Even when the changes don’t meaningfully improve systems or processes.
● When these initiatives succeed, leadership takes credit; when they struggle or fail, the responsibility is often pushed back onto the teams.
● Many changes appear to be driven by the need to demonstrate activity rather than solving actual root‑cause issues.
● Career advancement and recognition feel inconsistent and tied more to visibility than genuine performance.
● Misalignment between departments leads to rework, delays, and frustration across teams.
