-It is not the place for fresh, young, bright minds to propose new ideas and ways of working. Young people aren't taken seriously, it is no surprise they don't stick around (the average age demographic at the company is mid-early 40s).
-Executive leadership is insecure, lacks empathy, boldness, personality.
-At Airbus SAS, the organization is highly political and the model for growth and promotion is antiquated. Roles and promotions aren't given on the basis of merit, instead they are given based on the connections the employee has (and the pull their managers have within HR) and the years they have been in the organization (even if they have produced little to no output). This creates presenteeism among employees and demotivates those with ambition.
Specific to the Comms organization:
-Since the departure of Rainer Ohler in 2018 it has become a toxic, deteriorating environment. Evidence of this includes lack of trust and communication and transparency, departures of so many talented individuals.
-There is an unfair distribution of work. There are very few "doers" who produce output and very many "delegators" who cannot produce output (and they often take credit for others' work). The latter have been promoted to "manage" the former, not enough resource is spent on upskilling the delegators and giving recognition and appreciation to the doers to achieve parity among both.
-Previously engaged employees have visibly grown to lack passion. Unsurprising as my personal experience reflects the same- I was not made to feel valued, secure or supported. I did not like the person Airbus made me become, and many colleagues have said the same. Those who bury their head down, don't challenge, and are "good soldiers" get rewarded, those who speak up do not.
