Customer focus is dismal where HR and Timesheet projects take more middle management time than catering for the requirements of screaming customers.
Too many HR processes, policies, procedures and HR email pollution for a company this size/revenue which act to the detriment of employee motivation/satisfaction.
The HR team seems bigger (14 members worldwide on last count) than the Product Technical support team, this just illustrates the wrong focus for a company with decreasing revenues and employee count.
Customer problem escalation routes are arcane, cumbersome and not customer focused.
Top management unaware of ground level unproductiveness in processes, email ping pongs, deflection of responsibility and lack of ownership.
Product UI hasn't kept up with technological advances and consequently customers consistently complain about loss of productivity.
Product not truly Cloud enabled and without multitenancy, the current implementation being merely a hosting solution with no automation. This leads to loss of productivity.
Technology stack not fundamentally Cloud friendly – Java and MSSQL Server. This leads to a lot of revenue seeping through to MSSQL Server licenses.
Bureaucratic and “resistant to change” culture, where if you are not a "Yes man" and like to challenge status quo in the interest of the customer, then you will be in bad books.
No encouragement (quite the opposite) to innovate or encouragement to improve productivity and customer satisfaction.
Unlike most other product companies, there aren’t any good implementation partners/network which can enhance innovation and realise better customer value.
Too many overhead staff as measured by Revenue/(HR+Finance+Admin) employee adding to productivity loss. In fact, it’s the lowest Revenue/(overhead staff) ratio I have come across in a two decade long career (except Government organisations).
Poor employee training or enablement in Product Knowledge.
