Oracle reviews

Title and Salary Don't Move: There's a reason why Oracle has some of the best profit margins in the Fortune 500 and that's because they keep the organizational structure VERY flat (there won't be many people between you and Ellison or Hurd, which is really funny to see) and there are very few people in the company that are empowered to promote people or give them a raise. Chances are your manager has no authority to promote you or give you a raise - regardless of how much they value you. This keeps things nice and flat for Oracle while maintaining payroll costs,but you can be pretty sure that the salary and title you come in with will be the salary and title you'll leave with. Also, cost of living adjustments are almost non-existent so you effectively will experience earnings power degradation if you stay 4-5+ years. Now, there is an exception to this. If you come in and you end up on a sales comp plan, you can make a lot of money here, but if you're not on a sales plan, your should plan for a flat salary/title trajectory during your tenure. No Career Development Programs: What has always been shocking is that there is no "High Potential Employee" program at Oracle like most other Fortune 500 companies. This should tell you quite a lot about Oracle's attitude towards career development. Also, there is no program for helping you move around inside the company (only an internal job board). So if you think that once you get here you can move around into other business units you'll be disappointed. If you're looking to switch jobs internally you need to know someone who wants you and has authority to move you (keep in mind: Networking outside your immediate team or business unit is very difficult here because chances are you'll be working remotely). Otherwise, if you see a position elsewhere in the company that you'd like to try, you might as well be coming in as someone who currently doesn't work for Oracle. The fact that the company doesn't have any formal employee development or job rotation program (pre-recorded webinars and an internal job board do not count) is really quite crazy since it's a lot cheaper than giving raises or dealing with attrition because it does help people feel like they're being recognized or being rewarded in some way for their efforts. Duplicate effort, too much socialization required to get anything done, internal teams competing with each other, ill defined roles and responsibilities: It's not like this is a secret since Oracle is well known for having multiple sales people calling on the same account with none of them knowing this about the other, but this problem is much more toxic inside the company. It's not like every large company doesn't suffer from these dynamics, but because of the way the organization is structured, if you are someone that gets a lot of satisfaction from owning and delivering a project from start to finish, you're going to spend a fair amount of time being frustrated and held up by other employees that think they have a right/responsibility to weigh in. Decision rights can be pretty unclear, but the WORST aspect of this is that you spend a A LOT of time selling things internally and making everyone feel heard versus actually executing on a project. A lot of times, you'll start out with a deliverable that in the ends up looking nothing like what you started off with, and it's not a better deliverable, it's a deliverable with a lot of compromises. I guess it's almost like getting a Bill through Congress in that regard. Also, because of this dynamic, many projects simply fizzle or disappear (this is pretty demoralizing after a few years). Marketing at Oracle means "Marketing Communications" and not the "Marketing" that a Product Marketing professional practices With everything else above to consider, if you have a product marketing background and are looking to practice this at Oracle, you're going to be pretty disappointed (although see the Pro's about working here since everything is a tradeoff) The heads of Marketing at Oracle are great event planners, and know how to make a big splash with the brand, but that's really the only thing they are focused on. The CMO is really not a CMO, but really the Chief Event Planning and Marketing Communications Officer (and she does a great job at it!). This is in no way a sleight, but positioning, messaging, and market analysis are really orphans within Oracle. I think this is because the most exectives running the business units and the Sr. Execs don'tt feel like they need to worry about these aspects of marketing given Oracle 's size and market dominance. This is good for Oracle, but not good for your career!

Was not going to leave a review here, but am disgusted with what Oracle has done recently. Notice how there was a lot of negative reviews for Oracle Digital Prime over the course of several months. Then, suddenly within a matter of days, all these positive reviews popped up! I assume this is because they still need to recruit more people and lots of people have been discouraged to join based on the negative reviews, WHICH ARE TRUE AND FAIRLY OBJECTIVE! I am part of the Digital Prime Tech team and it has been a very disappointing experience. Just read the other (non-fake) reviews: management through fear, incompetency, demanding results without proper training and ramp up, etc. Unfortunately, from what I know ODP Applications is just as bad.