Iron Mountain – Good people, desire to grow and improve. Broken processes and systems. Lack of understanding of transformational changes required to grow. Matterhorn strategy does not feel actionable to teams on the ground. This leads to challenges for my team daily and we struggle to maintain resilience. | Comparably

Iron Mountain – Good people, desire to grow and improve. Broken processes and systems. Lack of understanding of transformational changes required to grow. Matterhorn strategy does not feel actionable to teams on the ground. This leads to challenges for my team daily and we struggle to maintain resilience.

Iron Mountain Compagnie réclamée
Iron Mountain is proud to provide our 225,000 customers around the world with Innovative Storage, data center infrastructure, asset lifecycle management, information management services, and art logistics. Lire la suite
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EMPLOYÉ
PARTICIPANTS
276
TOTAL
NOTATIONS
5817

Good people, desire to grow and improve. Broken processes and systems. Lack of understanding of transformational changes required to grow. Matterhorn strategy does not feel actionable to teams on the ground. This leads to challenges for my team daily and we struggle to maintain resilience.

Qu’est-ce qui est le plus positif à propos de la culture et de l’environnement de votre entreprise?

People are not resistant to change and want to evolve and improve. People are appreciative of hard work and are kind.

Quelles sont les meilleures choses à propos de votre équipe?

The people are smart, motivated, dedicated and funny. People genuinely want to drive change and make things better. We laugh often and work collaboratively.

Pourquoi vous sentez-vous sous-évalué et qu’est-ce qui vous rassurerait par rapport à votre rémunération?

We lack solid process and technology to work efficiently, which requires extreme effort from people. We are now cutting headcount and delaying hiring, which is driving more work to already overburdened teams. Less hours/workload would make the compensation fair.

De quoi l’équipe de direction a-t-elle besoin pour s’améliorer?

Understanding the gap between their expectations and reality. Addressing the lack of foundational systems, process and knowledge needed to grow. Changing targets with frequency degrades credibility and motivation. We have not clearly prioritized pace of growth desired vs. investments required.

Qu’est-ce qui ne va pas et comment cela peut-il être amélioré?

I observe significant disconnect between the ELT and leaders/teams VP and below. There is investment happening in new growth areas, but investment is not flowing to the foundational process and system issues that need to be resolved to create a solid platform for growth and scaling.

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