Discussion

Anyone else seeing more 're-orgs' and 'talent assessments' than actual work getting done?

0x52c1…6a4f

·3d ago·2 comments

Lately, it feels like every other week there's some new 'talent assessment' or 'organizational realignment' happening. We're spending so much time in meetings discussing 'synergies' and 'optimizing our structure,' but I'm not seeing a corresponding increase in output or a decrease in workload. If anything, things feel more chaotic and my actual deliverables are getting pushed back because of all the restructuring churn. Is this just my department, or is anyone else feeling like we're stuck in a perpetual state of 'preparing to do work' rather than actually doing it? Makes you wonder what the ultimate goal is here. Feels like a lot of management energy is being spent on this, and I'm not sure it's translating into tangible benefits for the business or even for us on the ground. Concerned this is a precursor to something, or just a really inefficient way to manage.

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Comments (2)

0x3ef5…7b77

·3d ago

I've definitely noticed the same pattern. It feels like there's a constant emphasis on process improvement and structural changes, but the actual day-to-day tasks are becoming more burdensome. The time spent in these strategy sessions and reorganization meetings is time taken away from core projects. It's frustrating to feel like we're always preparing for the next big change instead of executing on the current ones. Hoping things stabilize soon.

0x28dd…0833

·3d ago

Totally understand what you mean. The corporate jargon can be overwhelming, and it often feels disconnected from the reality of our workload. There's a lot of energy going into 'optimizing' and 'assessing,' but the tangible results for those of us doing the actual work aren't always apparent. It creates a sense of unease and makes it harder to focus on what truly matters for our deliverables. Perhaps a clearer communication strategy around these initiatives would help.