The business is facing the need for significant change—something that has been apparent for some time but, unfortunately, has not yet been addressed. As a result, the company is now losing major contracts and seeing the departure of talented employees, many of whom cite a toxic work environment as the reason for leaving.
A key barrier to change appears to be the company's culture, along with a deeply ingrained sense of pride that resists critical reflection. During my time there, I witnessed troubling behaviour, including extreme acts of protest by staff on the factory floor ('Dirty protests', which I thought were a thing of the past!). While such actions are clearly unacceptable, I believe they are symptomatic of a broader issue: a workplace culture that has become unhealthy and dysfunctional.
Change is not just necessary—it is overdue. And addressing the cultural challenges at the heart of the business will be essential for any meaningful progress.
The business is well aware of the priorities and aspirations of modern organizations—sustainability, innovation, and the creation of vibrant, forward-thinking workplaces. While these goals are often echoed in internal messaging and external communications, there remains a noticeable gap between words and meaningful action. The intent is communicated, but the follow-through is lacking.
