• The organisation is operating in an extremely toxic and control-driven environment where micromanagement has replaced leadership.
• HariKrishna’s leadership style has created fear, low morale, and a complete lack of ownership within teams.
• Experienced and tenured employees are being pushed to the edge, forcing many to look for opportunities outside the organisation.
• Most of the strong performers and knowledgeable employees have already exited due to poor culture and leadership failures.
• Leadership decisions appear biased and politically influenced rather than performance-driven.
• US teams consistently ignore or dismiss major GICC operational concerns, creating frustration and a severe disconnect across regions.
• Employee feedback is rarely acknowledged, while pressure and unrealistic expectations continue to increase.
• Transparency, trust, and recognition are almost non-existent in the current work culture.
• The organisation has become more focused on internal politics and control than employee growth or long-term retention.
• Unless senior leadership takes accountability and fixes the culture immediately, the company risks losing whatever quality talent still remains.
