Very strong micro management culture - almost a dictatorship approach to office attendance, the data from your security pass tap ins is fed into workday so managers can see exactly how many days you’ve been into the office. I knew people who were so paranoid about hitting their 50% quota, they had their own spreadsheet to track days, also people sacrificing their own wellbeing and coming into the office because ‘if I don’t come in today, I’ll have to make the office day up elsewhere in the month’ - this toxic culture around office attendance HAS TO STOP! Trust your people to know where and when they get their best work done.
A lot of inexperienced individuals at leadership level who are hugely out of their depth - watching them consistently try to dig themselves out of the hole they’ve created is frankly embarrassing.
They’re very good at selling you a vision of where they’re wanting to go as a business at interview stage and the journey you could be a part of. In truth, once you get here, you’ll realise Aviva is an organisation very stuck in its ways that is resistant to the idea of change.
Management pluck launch dates for projects out of thin air, there is no consideration or understanding of processes and the work that needs to be completed in order for projects to be ready for launch. No real care in regards to standard of work, as long as you get something out, they’re quite happy even if it doesn’t look that great.
The brand team are effectively the police. Anything you create, even at an internal only level, they love to see and have an opinion on. Consider yourself a creative person? Go and work somewhere else because if your idea doesn’t meet the approval of the ‘brand clinic’ it ain’t getting through. As a result, everything anyone creates tends to look the same.
Aviva just want ‘Yes People’ in the business, if you dare to challenge anything, it’s instantly seen as negativity.
