Lack of a clear vision. Many contradictory messages come from executives about performance and results. ESG and DEI (while important) seem to eclipse the primary objectives of the company. Too much time and cost is wasted on taking these initiatives to an extreme. Leaders are afraid to have any real conversations with staff for fear of being reprimanded or punished (or saying the wrong thing), the social contract is being breached regularly by people who want to push their identity on everyone at the expense of their performance. Confusing layers of management. There is an endless maze of management layers and a highly confusing matrix which is leading to a lot of political infighting between regional leadership and global business unit heads. Too many people are unclear who they are accountable too. Decision making has become slow and tedious. Performance isn't a priority. Merit doesn't seem to count and there is an over-emphasis on process and tools. Many leaders and peers are expressing disillusionment. People are given too much freedom, then when management doesn't like the results, they implement large scale restrictions instead of dealing directly with the poor performers. There has been so many shifts in organizational structure and operating model, it seems as though executives and leaders are constantly reversing course and going back on decisions. Certain regional leaders are hyper-aggressive and very political to a detriment - leadership insecurity and low awareness of behaviour seem to be constant. Employees are left to try and figure out what direction to take without any guidance (if they go with a Global recommendation, they feel they are going against the region, but if they go with the region, they are going against global).