Following the introduction of new APAC regional leadership, there has been a clear shift in both operating style and culture. Management has become heavily metrics-driven, with a growing reliance on KPIs that often do not reflect the realities of client work or the nuances of the role. This has created a disconnect between how performance is measured and how value is actually delivered.
There has also been a shift towards more visible and individualised performance scrutiny, with underperformance at times highlighted in group settings. Given the natural variability of the role week to week, this approach can feel overly reductive and, at times, misaligned with how performance should be assessed. While accountability is important, the current approach often feels more punitive than developmental.
The overall culture has become more tense and less supportive, with a noticeable shift towards individual pressure over team collaboration. There is a stronger focus on scrutiny than coaching, which has contributed to lower engagement and motivation across teams.
