Cummins reviews

Cummins was once a great company to work for. That was true through the tenure of Tim Solso as CEO. The current leadership team changed the culture and the feel of the workplace in a negative way. It starts with them. The current senior leadership team is aloof and arrogant. They lack the qualities of former company leaders who inspired people to follow them. There is a lot of talk about corporate values, such as diversity. But the leadership team is not very diverse at all. Further, they have not created a culture of inclusion, like they would like everyone to believe. Instead, they have created a culture of exclusion. There are very limited opportunities for advancement at this company unless you fit a very specific mold of personality type and skin color. The company's six sigma program was once a fantastic program for reducing waste and cost. Now the six sigma program is a bureaucratic nightmare - a rudderless ship in need direction. Instead of being driven by the need to reduce waste and variation, six sigma is now used internally as a weapon to hang over peoples heads, and to block career advancement. This drives people across the company to create useless six sigma projects just so they can check a box in their HR file. The company culture was collaborative for decades. Now the company culture is cut-throat. Individuals will step on their colleagues and intentionally make colleagues look bad in order to advance their own careers. People in positions of leadership are not well trained, and seem to be blind to this dynamic. The Human Resources function is broken. The IT function is broken. Other corporate functions are broken. After a long tenure at Cummins of more than 2 decades, I decided to leave. I witnessed the company I loved transform into a place I could barely tolerate. My colleagues, who were indeed diverse, and who were from many countries, were wonderful individuals to work with. I still value their friendships. Unfortunately, the company culture has changes so much, many of my former colleagues are miserable. I understand their misery.

Despite the company continually broadcasting messages about core values, great place to work, and treatment of others, it often fails at delivering on such promises. Often times there are stark contrasts between the messages delivered by the "leadership team" and the actual execution of their initiatives. They frequently purge highly qualified employees for petty reasons (if they even bother explaining) and replace them with new hires that have limited opportunities to learn from senior employees that remain. Ironically, the leadership team will then comment that the workforce doesn't have the same level of knowledge as people with equivalent experience a decade ago. Perhaps the leadership teams hubris prevents them from realizing they are the ones creating this problem by hemorrhaging talent and ultimately losing innovation with each 3-5 year employee purge cycle. It is difficult for employees to ever truly become invested in their work when the company is continually changing org structures and making program decisions by the quarter.