Intelligent Energy

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8 days ago

Graduate Trainee - Operations

Intelligent Energy East Midlands

Two year Graduate Operations Programme is designed to provide you with the opportunity to gain experience across the diverse range of roles involved… Adzuna


8 days ago

Graduate Trainee - Engineering /Research & Technology

Intelligent Energy East Midlands

Our two year Graduate Engineering and Research & Technology Programmes are designed to challenge and stretch your engineering and commercial skills… Adzuna


Intelligent Energy Reviews

3 Reviews
2.5
3 Reviews

Recommend to a friend
Approve of CEO
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Henri Winand
1 Rating
  1. 1 person found this helpful  

    Great At The Start, But Went Rapidly Downhill

    • Comp & Benefits
    • Work/Life Balance
    • Senior Management
    • Culture & Values
    • Career Opportunities
    Former Employee - Engineer in Loughborough, England (UK)
    Former Employee - Engineer in Loughborough, England (UK)

    I worked at Intelligent Energy full-time

    Pros

    Intelligent Energy focuses on the industrial and domestic application of fuel cell technology to a range of markets. The company was born out of a research project that began at Loughborough University to look at the commercial viability of the technology originally used in the Apollo space programme to provide electrical power during space flight.

    There are some extremely talented individuals working there with pay well above the market rate for most technical and management posts (though some posts pay far less than a 9-5 job in a call centre). There are also good examples of real teamwork in some departments with great individuals who work co-collaboratively. It's a good opportunity to build on your technical skills and know-how.

    Cons

    The Company seems unable to focus on one single product that works, is reliable and can be manufactured and sold. This leaves it as simply an R&D outfit that is heavily dependent on others pouring in finance to keep it afloat. To achieve this, the company is constantly clutching at new opportunities for projects in different sectors that invariably slip due to over-promise leading to over-stretch and resulting in a constant pull and twist of existing resources on current projects. Fire-fighting is endemic on most projects as is the consequent waste of resources in talent, time, material and money. The primary driver to this malaise is solely down to the quality of management.

    Like many initial small companies, it has fallen into the classic trap of too rapid an expansion and consequently outgrown its ability to bring out the best in its people. The arrival of many external senior figures and their "commercial values" has seen the company succumb to the less attractive side of 'corporate culture'. The smell of the place is palpable.

    Problems "do not exist". Senior management are told what they want to hear and not what they need to know. There has also been an increasing and uncomfortable "pally, pally" culture that has undermined proper accountability and integrity amongst some senior staff. The "JFDI" style of management from some seems to have permeated from somewhere on high. Ideas, edicts and whims alike are delegated, sub-delegated, sub-sub-delegated etc. until they can't go any further. This results in some staff being pressured/coerced into putting in as many hours as required in the week, giving up evenings, weekends, and cancelling holidays. It felt as if, in return for a salary, the company owned you, your time, your life.

    The company is heavily oversubscribed with management many of whom are, at best, mediocre, at worst, inept and some observed to be ruthless and bordering on unethical. Competent, decisive, focused management and leadership is sorely lacking in what increasingly appears to be a culture of cronyism. Empire building amongst Departments is becoming evident and has contributed to a toxic style of management. Narcissism thrives well here as does favoritism and bullying in equal measure.

    Staff are rarely listened to in terms of new ideas and ways to improve things. The 'Integrated Project Team' model leaves you wondering who you actually are accountable to. Hence the Smart Delivery Task Force is a failed gimmick.

    In most Departments, office politics, the gossip-mill and back-stabbing have become irreversibly corrosive. A clear symptom of an unhappy workforce.

    Staff "benefits" don't meet the hype. The Staff Incentive Scheme appears frequently compromised through the favoritism culture. Appraisals are a flawed and heavily time-wasting exercise for middle managers and staff. Outcomes are closely linked to favoritism. Training and career development is extremely inconsistent. Some individuals get on courses or achieve promotions if they shout loud enough or are pally with the right people. For the rest, it's non-existent.

    Some people will, for good reason, move onwards and upwards to new employers and so serve their notice; but when staff appear to regularly and suddenly "disappear", you're left wondering what the point of an HR Dept. is. When it becomes apparent that a culture of "hire & fire" is in place, fear quickly acts to further erode staff morale.

    During my time there, optimism amongst many colleagues went into an increasingly rapid decline. However, it seemed that people stay because they believe in the technology far more than in the company or its management. I left because the management dynamics had become so utterly dysfunctional.

    Advice to ManagementAdvice

    Advice is pointless - they don't listen

    Doesn't Recommend
    No opinion of CEO

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