I have been working at Versalogic full-time (More than 8 years)
Tremendous amount of dedicated, supportive, talented and caring staff/coworkers (though much talent was perhaps needlessly lost in several past 'incidents' and layoffs). Stellar product design and development. Industry leading engineering staff. Interesting, varied and evolving customer applications. Long-standing customer and partner relationships. Reasonable benefits (though inconsistent and below par salary offerings, with limited opportunity for increases or advancement over time).
Chronic micromanagement. Upper- and middle-management lacking "people management" skills and training. Often dismissive or downright abusive behaviour from CEO, and upper management, toward staff (and often toward the small mid-management team, which sometimes seems to pass it on as disrespectful treatment of their direct staff). As an aside, Len (CEO) can be a very charming, funny and nice person. It is when runs into confusion or dissenting ideas than things can take an ugly turn. Stagnant business processes, "paralysis by analysis", and continual resource drain by reinventing of the wheel (e.g. "home-grown" software). Hesitant to innovate beyond products, if not downright aggressively reluctant to do so (i.e. internal applications, databases, processes, documentation, training, employee development, etc.) HR has actively worked against staff interests in legally (and ethically) ambiguous situations involving management actions. Perhaps not unique or unexpected, but still not helpful when seeking advice or support of HR. Cynicism and negativity are rampant, very much an "us vs. them" environment. Management is often distrustful of staff and staff is often distrustful of management. Change is rarely managed, or executed, well.
Advice to Management
Listen to staff and customers, and act with integrity. Update business processes and applications. Have CEO step back from day to day operations, as years of attempting to address the worsening micromanagement and abusive treatment of staff has proved unsuccessful. Stepping away may be the only way to salvage a productive and happy staff and the undoubtedly brilliant ideas of the CEO. Trust your people and be trustworthy. Get back to basics. Some things from the past worked better, while some new and simple changes may improve other issues. Stop trying to 'reinvent the wheel' just because the original inventor is no longer there.
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