Western Union reviews

WU has purged top executive/senior talent over the past few years. The common opinion, these executives proved to be competition to their leadership. This is a theme in WU, managers surround themselves with unqualified subservient employees to protect their position. New executives joined, pushing short-term, shock and awe management approaches to build personal resumes. Time and again personal gain is selected over a concern for the customer or a lasting business strategy. Gone were the leaders that really cared about the customers, their employees and love for the business they helped build. The technology industry slogan to "fail fast" is a misunderstood goal of the new technology department. WU acquired TGBP, along with it came top technology talent which WU was not accustom to. Within a few short months, this team completed not only their own integration, they completed the 3 year old WU/Custom House integration. Development teams produced huge volumes of product enhancements driving the speed of business. This creation of WUBS Technology raised the bar beyond the reach of the legacy WU Technology teams, which created a large divide. Instead of combining proven technology trends WUBS technology teams were mostly overrun and dismantled. WU IT Infrastructure were the least prepared for the complexities of WUBS and still struggle to understand what they manage today. In a move to build resumes and follow proven failed industry trends, core design and engineering infrastructure roles were outsourced about a year ago. The following outcomes have been realized; high cost, low flexibility, stalled innovation, poor uptime, slow issue remediation, security issues and huge teams of people that can't help the customer. A quick 24 month comparison of any area; project completion, budget, stability, security and customer and employee satisfaction is solid evidence of a failed strategy.