The organization HR appears to be driven more by favoritism and internal bias than by merit-based decision-making.
The CTO remains heavily dependent on multiple assistants for calendar coordination, meeting management, and discussion follow-ups, rather than leveraging streamlined and technology-driven operational practices.
Despite being in a technology leadership role, the working style reflects traditional administrative approaches instead of modern, efficient systems and processes.
There also seems to be a culture of nepotism, where decisions are influenced by personal preferences and relationships rather than professional capability and performance.
Additionally, several decisions are made without adequate planning or strategic evaluation, resulting in half-baked execution and operational inefficiencies.
The work environment further enables individuals to exploit processes and situations for personal advantage, impacting overall transparency, accountability, and team morale.
