I loved working for a company that provided excellent customer service.
I felt proud of the products we sold and knew that people really put their energy into doing the best possible thing for the customers. From the chairman down, this was how the company operated. There was never any question about that.
There is an unusual culture of politeness, but not in a way that is productive. People nodding and smiling did not mean your idea had acceptance; outside of the meeting, people nodding and smiling could work vigorously to defeat the idea. The lack of openness and vigorous debate was unusual.
The compensation at the executive level has a highly variable component based on the company's performance. People who had been successful getting internal "shares" tended to become more and more protective of their position and their turf. They had to continue to look good to get more and more shares and would actively undermine anyone with ideas different from theirs. I think this compensation model stifled innovation. People who rocked the boat didn't last very long; many of the people I admired in the executive ranks were eliminated during "reductions of force". There are antibodies to thought diversity that are really difficult to overcome.
I'd thought I'd be a lifer, but lost my job after 15 years during the 2008 recession. Since then, I've had a lot more personal freedom than I experienced working at Fidelity, with a more rapid pace of personal growth both consulting and starting a company. I am far less secure financially, but am happy.
Move long-term executives into new roles that force them to develop new skills and perspectives. Long-term job tenure in the same, or similar, roles can lead to organizational stultification.
Move an SVP in technology into a role with customer-facing responsibilities. Take someone from a customer-facing organization and move them into a back-office operational role.
Rethink the shares program. Does it really produce the best outcomes for the company? I don't personally think it does.
Series of meetings with senior managers, peers, and staff. It was a while ago, but I think I met no more than 10 people. In general, the interviewers do not have formal prep to conduct these; they wing it.
It was super easy, just Java classes and a few SQL queries. Just study up on the email they give you about what to prepare for, and you will do completely fine.
Initial interview. Great for the first part, but less so as the interview progressed. Cards held very close to the interviewers' chest. Also, for the role being requested, I felt that they might not have been senior enough.
Series of meetings with senior managers, peers, and staff. It was a while ago, but I think I met no more than 10 people. In general, the interviewers do not have formal prep to conduct these; they wing it.
It was super easy, just Java classes and a few SQL queries. Just study up on the email they give you about what to prepare for, and you will do completely fine.
Initial interview. Great for the first part, but less so as the interview progressed. Cards held very close to the interviewers' chest. Also, for the role being requested, I felt that they might not have been senior enough.