Right now Sage is in a period of transformation which can eventually be good news; however, during the transformation Sage has also placed unrealistic expectations on the middle managers who own the accountability without the "directorablity". If something goes wrong people resort immediately to the blame game. Hostility exists between various groups: R&D fights with Product Management, Sales fights with Marketing, Marketing fights with Product Marketing, and so on. This infighting is not only supported by leadership, but it’s usually leadership leading the charge. Escalations are prevalent, problems are swept under the rug, and morale continues to suffer.
Communication is non-existent on topics that really matter to employees. Sage believes that because it has regular “Sage TV” sessions and other rah rah videos from the executive team that they are communicating. Unfortunately, the information shared is little more than an internal commercial and provides no real value to those day in and day out in the “trenches.” Decisions seem to be made in a vacuum by new VPs that are paraded through the organization—brought in to define strategy but have no understanding of the business and why that strategy, without proper execution, will fall flat. Meanwhile employees that have proven their knowledge and ability to succeed continue to leave because there is little opportunity to grow.