- Zero structure.
This is a company that equates the implementation of replicable processes with corporatization, which is the worst thing in the world apparently. They talk about expansion and growth constantly, though they're unwilling to face the fact that they'll have to scrap the start-up mentality they're so deeply wed to, in order to realize such growth. They're trying to invent new rules for an old game.
- No real leadership in terms of decision-making.
Everything is made up as you go along and that's the way they like it. If there's no precedent for anything, no one can really challenge anything. They frame reporting structures and duties not as "manager" and "employee" but as "co-creators" or "collaborators" or "facilitators" and "supporters." It's supposed to empower people to feel like equal contributors to any given project when, in reality of course, certain voices will always be louder and carry more influence than others. It's smoke and mirrors at best.
- No clear role differentiation or boundaries.
Anyone can (and often does) do anything. There's no enforcement of any sort of rules (mostly because such rules don't exist at Trackunit) when people overstep. In fact, that sort of behavior is essentially rewarded. As long as they can tick off a box for something completed, no one cares who does what or how it gets done. It doesn't take a genius to figure out that this inevitably leads to competition between colleagues; competition that wouldn't be there if people were given clear, direct, and specific role descriptions.
- Very Eurocentric
This makes sense given its Danish origins, but there was (and I assume still is) a noticeable resistance to incorporating any North American business practices or preferences. This wouldn't be a problem if the company's main goal wasn't to become king of the North American market. This is a prime example of the way Trackunit operates - that is, purely on beliefs and aspirations. There is little discernible understanding amongst the old guard (i.e. legacy Danish team) that if they want to tackle the Americas, they have to change a lot about how they do business.
