Good Energy Reviews

- Founder Syndrome in full swing. -- See wikipedia - Dunning-kruger effect is also affecting people. -- See wikipedia Sadly the culture at the top directly contradicts their brilliant values: [Hence the 1 star for culture and values below, it looks great on paper, but there is little evidence of the behaviours being demonstrated] - Nothing is straightforward at Good Energy's they have a tendency to use a topdown micro management approach. - Constant shifting of focus on to short term goals, means no one really knows whats happening and long term stuff just gathers dust. - The 'Top' has very little interest in actual customers, their problems or what it might take to fix them. - Inclusive means if CEO and or certain directors like you, you'll be given a promotion your likely not qualified for and they will badge it as 'development'. - Culture of blame at the top. I've had to comfort distressed co-workers more at GE than any other previous role. Fairness rarely gets a look in. - Bulling regularly witnessed 1st hand to demean and belittle people. - Inappropriate comments and overt displays of alpha male nonsense go unchecked. - Needlessly competitive Sales culture results in an "either your on our team or your the opposition" resulting in unnecessary confrontational attitudes, special treatment of a select few, which all further divides the teams and undermines people. - Some people think that because they have a PHD they have 'completed' education and they have nothing more to learn, this results in some serious narcissistic behaviour. Like the climate crisis Good Energy's CEO and Directors suffer from: - Huge lack of common sense coupled with a pretty healthy amount of confirmation bias resulting in poor decision making. - Systematic and repeated failure to listen to 'expert advice'. Resulting in a huge technical debt and investment in the wrong things at the wrong time. - Not much desire to look at any data that goes against their bias. - Lack of understanding about engineering/technology/digital/marketing/brand. - Lack willingness to truly empower people. They say they value their people but the staff churn speaks for it self - HR are always busy ushering talent out the door with some sort of severance package. In my 3 years at GE I attended close to 45 leaving drinks, thats more than in all my previous roles combined. The new building has always been 18months away (once they start), for 3+ years and counting.... and still no diggers.

- Toxic culture of fear at the top of the business due to leadership not trusting their staff nor valuing the experience and expertise individuals bring. - Egregious lack of business experience at director level that is unfortunately paired with an inability to listen to others. - Lack of agency or autonomy in one's role as a result - your focus becomes box-ticking and avoiding criticism rather than taking reasonable business risks. - Things move incredibly slowly due to poor communication and governance. - Directors, seated on their own floor, have created an opinion factory which is the basis on which the trapdoor opens underneath so many brilliant people I've seen leave in my relatively short time so far at the business. Beware!