There have been almost no possibilities to discuss improvements in processes, what is going well and what can be improved. If an issue comes up, in 9 out of 10 cases the “solution” is ad-hoc and addresses the present situation (if at all), but does not address future consequences of the situation, or the same situation applied to other customers. This results in a fragmented way of working, where putting out fires is the main daily activity, and processes are ambiguous. In the long run, since there are almost no possibilities to align this, over time people do different things in the same situations. 90% of 1-on-1's get cancelled, almost no team meetings to bring up any points, almost no possibilities to getting your points across.
Everything is rushed. If some topics require more than a meeting time length’s worth of pondering, the topic gets closed and it is said it will be put in the next meeting. The next meeting then never occurs.
Meanwhile, CS team is understaffed, the workload keeps increasing. Core activity is inbound calls and emails (a lot of them). Almost no outbound, pro-active outreach to customers. No Customer Success, but Customer Support. Management pushes for closing of tickets instead of focusing on customer centricity. Management often expects to work overtime, do whatever it takes to close tickets. At the same time adds extra projects which (by themselves) are necessary, but it only adds to the workload of the CS agent. Result is chronically overworked staff and management who hopes all will result in good numbers.
No professional development neither, since there is no time for that.
