Please Address the Culture Problems - werkgeversreview Sales and Marketing bij Conga

For a company that has abysmal GlassDoor reviews, with repeated themes of nepotism, lack of leadership, poor work/life balance and salaries, doesn't the recent barrage of A+ reviews from new employees seem out of place? Hmmm . . . wonder what that's about. . . . seems to happen at the top of every quarter . . . It bothers me that the strategy to solving the "People Problem" is simply, "Counteract bad Glassdoor reviews with good ones" because I'm a shareholder, and the exodus of talent is the SINGLE BIGGEST RISK to Apttus's success. That keeps me up at night WAY MORE than the Steelbrick acquisition. Apttus will fail without its people - - and coming up with 1984-esq slogans (One Team!) or adding another day of free lunch will not counteract lack of reward, lack of leadership, lack of empowerment, lack of transparency, and lack of collaboration that starts at the top, and permeates through the entire organization. The thing that bothers me the most when I read Glassdoor is that the theme of good reviews seems to be, "Anyone who doesn't like it here, just doesn't like to work hard." I call BS on that. The people that care the most and work the hardest actually are the ones that have the hardest time surviving because Apttus is all take, and no give. Weak/rare raises, lack of recognition, lack of top down support (in fact, many of the VPs that should be working together barely talk, and many have incredibly dysfunctional relationships) put A-Players in a bad position. If you want to survive, you learn real quick how to manage the fallout when your team's directives are at odds with another team's directives - - because the VPs don't deal with each other, Managers have to find creative workarounds to get things done w/out landing themselves in hot water. It's frustrating, stressful, and, for people who believe that culture drives success, this place is not a good fit. Other general notes re: culture challenges: - Lack of communication isn't just between VPs, it's from execs to team -- for example, biggest news/stressor of the year was that Salesforce acquired the competitor, and all the team got was an email and a hastily written FAQ. Seems news like that warranted a live Q&A with the CEO -- at a MINIMUM. - Execs play favorites - - people are often rewarded based on who they are, and who their manager is, not on what they do. It was incredibly demoralizing. - Lack of female leadership presented a challenge, in that, there is very little mentorship, and an aggressive Bro-y culture in many groups. At one of the few all-hands meetings, Leadership bragged that we were super diverse because 30% of the employees were women. While there are all kinds of problems with that statement at face-value, if you look at the percent of women in leadership roles - and I'm talking about women with real influence, there are 2 or 3 . . . so that 30% number is pretty meaningless. - Lack of prioritization and focus mean that even good ideas are rarely seen through to completion. For example, we started an early talent program - great idea, but with no real vision for how those people get incorporated into roles, and guided into a successful career, this program led to very high attrition and dissatisfaction. Feedback from many of the early talent hires is that that they were treated like "lesser" kids in the org, even as they tried to move into real roles. - There's a strange "us vs them" mentality and approach to everything. This applies to working cross-functionally, and dealing with the market. The "one team" slogan is an attempt to overcome this, but not in a meaningful way. - Pay is not competitive, and it seems to be a point of pride to negotiate people lower than what they deserve. For perspective, my base pay was about 40k below the industry average, and my manager seemingly had no interest in addressing this, although I asked several times.