-Culture does not match the messaging. There is a noticeable gap between the values promoted externally and the actual working environment.
-Employees often experience inconsistent communication and shifting expectations, which undermines trust.
-Decision‑making remains concentrated within a small, long‑established leadership circle. This creates the perception that key decisions are predetermined or influenced by legacy relationships rather than broad organizational input.
-Limited openness to new voices. Employees with fresh ideas or different backgrounds can struggle to gain traction if their perspectives challenge longstanding norms.
-Feedback is not always welcomed. Raising concerns or offering constructive criticism can feel risky, leading many employees to stay silent or disengage.
-Organizational structures reinforce old patterns. Even as the bank grows, some parts of the operation feel heavily influenced by historical leadership styles, limiting innovation and slowing progress.
-Current CIO and IT leadership are non-collaborative and bullies. They should be replaced.
