It was innovative towards digitalization when I started in 2011.
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Digitalizing the core business and replacing top managers that are running their own agenda.
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Bones figures were never met because of poor financial performance coming from the aforementioned management shortcomings.
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Good people with some great skills; easy to get along with, and motivated to propel the company forward.
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People are more or less nice and work in more or less the same direction. But that doesn't necessarily mean that they're doing the right this; but this is a management issue...
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My manager back then asked some good questions, and we found a common ground quite quickly. With his manager, it wasn't that easy, mainly because he wanted to check what happens if he puts me under stress. Nevertheless, I succeeded, and got the job from a total of four interviewed candidates.
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There *was* a very strong push towards digitalization of the core business some years ago (2010 - 2015). Since the CEO changed, this push ended and basically was dissolving itself in some other initiatives that aim to buy / make digital things *around* the core business, but the core is still manual
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Define a vision, a mission, and goals coming out of these and make sense (not just financial numbers!), and then build a strategy to achieve them. It doesn't seem to be the case that the top management is doing this. Worst of all, there's no real push towards digitalization of the core business.
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