Pros
Overall, top leadership is good (3 stars). Pay is semi-competitive. Benefits are pretty good although not for a tech company. Culture is reasonably good and unified. Employees are friendly, easy to get along with. Some are there for life. Stability of company and its growth is consistent. Great new building, far better than the old one. Nice cafe and reasonably priced lunch perks. Company parties, giveaways and Halloween are well and good.
Cons
There is a festering corruption that exists within the organization which is exposing its market leadership to loss of market share. A change, from the top would help cure some of it, perhaps all. Some top leadership are good people with skills, talent and willing hearts but enough of the right people are blocking true progress through bad vision, bad choices, lack of leadership, or bad advice. Some leadership is beginning to build fiefdoms, making probable the actions of political blocking and power grabbing to suit the desires and needs of the power seeker, not those of the organization on the whole. Company already suffers from slowness to market on everything, this will make things worse. Middle Management in some areas is questionable at best. Partner products which compete with HS but still connect to the PMS platforms through the API that HS provides, have been outpacing the innovation coming from within HS. This makes the competition exceptionally difficult to keep up with for HS. Their current answer to this problem? ... limit partner connections to the platform, reserving access to key processes and data exclusively for HS, thus preventing partners from really delivering quality solutions to customers. This practice coupled with no innovation coming from within... Customer is the loser on this. Business Processes are old fashioned and people resource heavy. Very little spend has been made in the past 10 years to provide systems and technology to streamline and make the customer experience better. In fact, old fashioned Web 1.0 isn't even practiced here let alone any latest innovations such as eCommerce, online account management, speed to implementation of the products and services acquired. Customers again the losers in lower quality of service. One example is how much time it takes, often many weeks, to implement a new product or service for a customer who has acquired it. Unreasonable for web based services and tools, and unreasonable for a technology company. No real innovation on core software products in past 8 - 10 years. Likely due to lack of investment from corporate (NY) and poor product development (past and present) on the core platforms, internal processes and lack of product vision from upper management. Software product releases are inadequately tested, fail to meet customer expectations and often damage the customer's business or interrupt work flows. this is not a recent occurrence, nor a one time exception. It has been the rule for many years. Lack of vision, standards and leadership on the development side are likely culprits. Misalignment within the entire organization is a large contributor to such detrimental outcomes. In the grand scheme, Jack Welsh laid it out best, first, determine what is needed; second, determine if it is right for the enterprise. This exercise (although a subpart of Jack's full doctrine) will at least bring clarity to which projects should be worked on first and then align the organization to steer the ship... Thus, the top of the organization must carry the gargantuan portion of the blame for that position chooses whom to have around, whom to listen to, and what vision is being pursued.
