LiveRamp Employee Reviews about "growing pains"
Updated Dec 3, 2021
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Found 1 of over 596 reviews
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Top Review Highlights by Sentiment
- "Where in the world a workday consultant would have expertise in all funtional and technical with zero training or KT or no certification." (in 9 reviews)
- "But as teams continue to expand and have dependencies across other teams, there needs to be a minimum set of guidelines so that the communication is effective." (in 6 reviews)
- "Growing pains always happen when you're on a rocket ship but as long as upper management continues to be transparent, there are no issues!" (in 5 reviews)
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Reviews about "growing pains"
Return to all Reviews- Current Employee, more than 3 years★★★★★
lucky to be here, but can be unrewarding depending on management
Jun 13, 2016 - in San Francisco, CARecommendCEO ApprovalBusiness OutlookPros
If you get an offer at LiveRamp, consider yourself lucky. -The people here are a unique combination of intelligent and kind, and the cross team interactions always remind me of that. -The product is also something to be proud of, as we really own what we sell and have pride in the proprietary technology that we have built over the years. -The top management is very strong on strategic thinking and industry prediction, which has guided our product successfully for years. -The acquisition by Acxiom had its growing pains, but the management has done a stellar job at turning it into an advantage and minimizing bureaucracy. Any red flags get addressed with urgency on this front, and the Acxiom CEO is also very understanding and values LiveRamp highly. -The company has a very strong and self aware culture of improvement / solving internal issues before focusing on external. This makes it a place you really believe in.
Cons
Beyond middle management, there is a recurring issue with exec team indecision/ambiguity leading to project plans drastically changing for our teams. This is not something unusual, but it is unusual if you still keep all deadlines the same while making these changes. Changes should reset deadlines as teams have to start from scratch. You guys are good at setting course, but know that the ship needs time to steer! While top management is very good on navigating through the industry, middle management is growing as we rush to add more experienced hires, and this has cause some problems outlined below: -middle management hired in from elsewhere sometimes have low regard / low respect for other teams and have no context on what those teams have accomplished / why their perspective is important -middle managers hired above can make or break a team's career advancement. Some are great for their team and focus on advancing the careers of everyone on that team. Some are less rewarding and have the opinion that careers should move forward much slower, Its the luck of the draw here...
Continue readingI read through all the Glassdoor reviews as they come in (as it's a really useful pulse on what's working and what's not working). I found this review particularly prescient, especially around the risks of middle management. I'd love to get your thoughts on this and how to solve it if you're willing to ping me directly about it. We're at a size/growth rate where it's a critical thing to get right. In general, up to size ~100-150, communication can flow organically between a small set of leaders w/o need for mid-management. Once you get beyond that size, you need mid-management for cross-organizational communication to work well -- but there are a lot of risks if you don't set up this layer correctly. I'd love to get your thoughts on what's working/not working here so we can fix it!
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