No rigorous or comprehensive marketing expertise, and since some people are promoted so quickly (mostly men and ZERO women of color), they have little experience and knowledge. Outside Global Marketing hires have been from soft drink companies with no retail execution, product or P&L expertise. Regional leadership is salespeople that focus only on what retailers want and what competition is doing, and have been at the company for decades. Because leadership has huge gaps, they spend time on tactical issues vs. complete business management unlock growth. Marketing roles have small responsibilities and they keep adding people at Director and above, leading very highly paid people having limited ability to manage a business comprehensively and solve big, important problems.
Promotion process not based on business results but instead based on if the existing power structure likes you, which leads to the self promoting saley types getting recognition vs. rewarding people who drive results and make decisions and empower downwards. Frequent rotations for "high performers" increase their networks even more and make it even less obvious when they aren't making good business decisions. Feedback to women is based on style, penalizing for being too aggressive and too "nice", leaving a very narrow path of acceptable behavior. Men in leadership talk about the importance of gender diversity but their actions and implications reinforce the status quo.
So many stakeholders all get vetoes, so decisions are slow and watered down compromises. Or everyone goes up their silo to the top as a way to get anything done because then they can over-ride vetoes with "leadership is already aligned" but then there is no execution because others aren't bought in.
Work flexibility policy is about 50 years outdated and comes straight from the top. The message is consistently that people can not be trusted to determine the best way to get things done (even in a pandemic) because "we're better together".
