Throughout my time with the organization, I witnessed a puzzling cycle of recruitment and redundancy affecting the same hires consistently across all divisions — new hires one month, followed exits soon after.
This recurring pattern is rooted in a fundamental misunderstanding of accurately forecasting and aligning projects with predictions. This lack of comprehension extends to understanding the progress and profitability of bespoke work, resulting in an overall lack of clarity about the organization's operational busyness and influencing the aforementioned hiring strategy. The entire delivery process exhibits flaws that are unexpected for a company of this size.
This situation is further exacerbated by incomplete, ever-changing processes and working practices. Coupled with a scarcity of experience in senior positions. The organizational culture propels certain individuals forward but falters in supporting constructive challenges. Instead, a hero culture emerges, wherein the same heroes in influential positions take the acclaim for resolving project issues.
Given the outlined challenges, I would advise serious caution when considering a position within the Sponge PM team. The persisting "last in, first out" dynamic remains a persistent concern as does the lack of leadership and clarity of direction. Until these issues are effectively resolved, venturing into this team is a gamble, potentially jeopardizing job security if you are leaving a stable position.
