Groupon

Some talent here and there.

Some people put their heart into it, but without strategy and leadership, it's useless.

International environment.

Rewarding if you like chaos.

Conflict among senior leadership: COO fighting CEO, CTO put under COO.

Strategic leadership missing: HR is under finance as they couldn't handle COO.

COO who is leading engineering division has zero experience with technology.

Micromanagement and a "chasing" culture.

Change management and project management are non-existent.

Too many undocumented and bad decisions leading to loss of revenue.

Revenue shrinking double digits YoY.

Putting people on projects without proper onboarding and the right experience. If they fail, they are fired.

HR is non-existent and not addressing the toxic culture.

Blame games, scapegoating, zero collaboration, people living in fear – a classical example of Westrum's Pathological Culture.

Redefine the value proposition for merchants and customers.

Set the business and technology strategy.

Establish an experienced PMO office and let them own the initiatives.

I observed the COO doesn't have the best interests for Groupon, rather building his career. I would replace him as it would help Groupon as a company.

CEO: Start delegating and discussing plans more, hear other opinions. Maybe get out of the way completely.

Empower HR with roles and responsibilities and let them deliver.

Start an Ethics & Compliance Committee and start addressing toxic aspects of the culture.