GWA Group Reviews

There are other individuals holding management positions that clearly doubt their own capability to fulfill their role and it is becoming more & more obvious to staff in general. In certain areas, I have witnessed situations that could be deemed as bullying behaviour. I strongly believe this behaviour stems from the insecurities of those mentioned above. For staff, it becomes more difficult to truly believe in the Cultural Pillars " we are one team" and "we care for each other" when this type of behaviour is displayed. Unfortunately reporting on this behaviour is a convoluted and biased process. Usually the situation reported is 'watered down' before it receives the attention of those who are in a position to do anything about it.

While the external brand is polished, the internal reality is defined by a profound lack of empathy at the ELT level. There is a palpable disconnect between executive rhetoric and the clinical, almost mercenary, disregard for employee welfare. The culture is purely transactional; if it cannot be measured on a balance sheet, it simply does not exist to leadership. ​Management operates with an archaic "command and control" philosophy, where physical surveillance are prioritized over actual output or modern performance metrics. This iron-fisted approach to office presence suggests a fundamental lack of trust in the professional workforce. ​Most concerning is the recent trajectory of executive appointments. Recent ELT- level hires appear entirely disillusioned, appearing to lead with a mixture of apathy and misalignment that has triggered a staggering exodus of several departments' high performers - marketing, in particular. Watching top-tier talent flee a "good brand" due to poor leadership stewardship is a sobering sight. ​Ultimately, there is a complete disinterest in cultivating a functional culture. Any mention of "values" feels like a hollow exercise in branding rather than a lived reality.