IT and R&D thrive for now, but finance leadership is a red flag
Pros
- The office environment itself remains one of the company’s strongest attributes, offering a modern, comfortable workspace along with thoughtful amenities and well-stocked snack offerings that contribute positively to the overall employee experience and day-to-day morale. • On a peer-to-peer level, the broader employee base is generally collaborative, approachable, and enjoyable to work alongside. Many employees continue to value the strong sense of camaraderie and professionalism that exists across teams, which has historically been a defining strength of the company culture. That positive experience, however, is often viewed as existing in contrast to interactions with upper management and the broader Siemens corporate structure, which many employees perceive as significantly more rigid, impersonal, and disconnected from the realities of day-to-day operations. • There have also been ongoing concerns raised internally regarding HR practices following the Siemens integration. In particular, a pattern of questionable or inconsistently handled workplace and sexual harassment-related situations involving the Siemens HR representative, contributing to a broader perception of diminished trust, transparency, and employee advocacy within the organization’s corporate oversight functions. This may be a pro if you are looking for a very loose HR structure.
Cons
Since the broader integration of Supplyframe into Siemens, there has been a noticeable decline in morale and organizational cohesion across several departments, especially with recent lay-offs. What was once viewed as a highly collaborative and energetic workplace now feels increasingly bureaucratic and disconnected. Following the departure of the CFO, many employees have perceived a lack of stability and strategic direction within the finance organization, particularly given the decision to elevate the current head of finance into a more influential leadership role. A recurring concern among employees centers around the management style and operational effectiveness of the finance leader herself. There is a widespread perception that she relies heavily on her team to supply context, operational knowledge, and strategic direction in meetings, rather than driving those discussions from a position of expertise or leadership. Employees frequently describe an environment where excessive meetings, information extraction, and upward credit attribution have become normalized, leading to frustration, inefficiency, and declining team morale. While turnover across much of Supplyframe has historically remained relatively low, the finance organization appears to experience disproportionate attrition, which many internally attribute to leadership challenges rather than workload alone. By contrast, the engineering and IT organizations continue to benefit from leaders who actively advocate for their teams, protect operational autonomy, and encourage innovation without excessive oversight. Those departments generally maintain a culture of trust, efficiency, and forward momentum. Unfortunately, the disconnect between strong technical execution and increasingly strained finance and sales operations has created a broader organizational imbalance. Many employees feel that ineffective leadership within supporting business functions—particularly finance—has become a significant impediment to progress, collaboration, and the company’s long-term trajectory.