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The product still has some potential.

After a number of high-profile acquisitions post-January 2015, the company culture and performance have plummeted.

Here's a recap on ongoing management issues that have been at least four quarters old:

• Product Management does not have a clear vision on how to direct company goals, resulting in never-ending planning sessions with no clear execution record.
• Growth Management is incompetent, with no accountability after seven months of mismanagement.
• Infrastructure reorganization and disposal of long-time employees who have contributed significantly, leading to mistrust through management favoritism.
• Bogus chief titles and head/director titles, while being hypocritical about maintaining a flat culture. Results don't matter; special relationships with leadership matter more.
• Nobody is technical at the top. The company outgrew them long ago, and they are retained for unclear reasons.
• The CEO hasn't outgrown himself. There are multiple layers of Product Management leadership mandating product direction, taking about five layers of humans before it gets to the staff executing. Plus, a CEO is still micromanaging product directions through hunches.

Look at your "Chiefs" and determine if they are still cut for the job. The report card has been on your table the entire time.